Page 187 - DMGT520_ORGANIZATION_CHANGE_AND_DEVELOPMENT

Organization Change and Development

Notes Shared Vision: This approach to organizational change involves getting all levels of management
to identify the strategic vision of the future and what it takes to make it work.
Innovation: Organizations are focusing more effort on innovating—creating new products,
goods, and services—and on new ways of organizing and relating among organization members.

Example: W.L. Gore and Genentech, have corporate cultures that encourage and support
innovation. Harvard Business School professor Clayton Christensen, in The Innovator’s Solution:
Creating and Sustaining Successful Growth, says that “no company has been able to build an
engine of disruptive growth and kept it running and running” (Christensen & Raynor, 2003).
However, he also makes a strong case that a company does not have much choice but to try.
Trust: The critical factor in changing organizations is the development of trust within and
between individuals, teams, and organizational units and levels. Without trust, there can be no
sustainable excellence with an organization.
Empowerment: In order to develop high-performing systems, organization members must be
empowered—given the autonomy to do things their own way, to achieve recognition,
involvement, and a sense of worth in their jobs. This allows for member ownership of ideas and
strategies, and for ‘buy-in” management.

Notes The payoff to employee empowerment and involvement is that it allows individuals
to discover and use their own potential.
Learning Organization: A conceptual framework for the organization of the future, the learning
organization is the notion that learning is central to success. Management needs to see the big
picture, escape linear thinking, and understand subtle interrelationships.

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Case Study Innovations in Systems at Infosys

– by N.R. Narayanmurthy
he Indian software industry has forced itself into a global mindset because if you
look at the top ten software companies by and large about 80% of their sales
Tturnover comes from outside India. And this 80% happens to be primarily the first
world. Our desire is to ensure customer satisfaction to the levels our customers in the first
world have got our product and use it. We are also a knowledge intensive industry.
People are our biggest assets. Our objective is to make sure that people going out in the
evening come back early in the morning bright and enthusiastic. There is tremendous
dependence on the people resources with the result that, by and large, in our industry, the
companies happen to be wedded to meritocracy. They are more open than traditional
companies. They have introduced measures and technologies to leverage this towards
enhancing productivity and quality.
Our industry is also one where the technology is changed rapidly. Perhaps the only thing
that is constant for us is change. We go from customer to customer, we go from country to
country, we go form technology to technology, we go from business model to business
model. We are also under tremendous pressure to compress our cycle times. Our customers
happen to expect the world of us. We are victims of our own marketing game. Thanks to
Contd...

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