Any strategic plan is necessary for the analysis of organizational changes and the implementation of new strategies. Without a doubt, sustainability can motivate them for multiple reasons:
| one | two | 3 | 4 |
| The wide and deep processes of economic, social and cultural globalization. | The emergence in the market of many new and different economic and social actors. | The absolute sharpening of competition in terms of scope, depth and breadth. | The increasing concentration of capital and therefore of economic power.
|
| 5 | 6 | 7 | 8 |
| The emergence of new technological sectors and the dizzying speed of their development. | The increasing conditioning to politics by the economy. | The transformation or suppression of multiple management concepts and the emergence of new and more related to new practices, and… | The impact of all this on the billions of real and potential customers of all organizations and on the way of living in the new environment that has emerged. |
It is key for current businesses to make strategic changes sustainable in order to advance value-added conditions over gradual aspects of management. Advance on technologies or optimization of human resources in a sustainable way.
There are aspects that oppose implementation, increasingly focusing the prospect of motivated action towards employers increasingly focused on management opportunities where it does not translate into the application of new models but rather integrating alternatives that represent challenges for managers.
Those obstacles are characteristic of human beings when implementing the changes on the human side of retaining previous habits, resisting or postponing without a valid reason for it.
Without a doubt, resistance to change is embodied in the following events:
| TO | B | C | D |
| Rollback at the start of the change process | Unexpected reverse that slow down the change process | Delays that increase the cost initially calculated | Attempts to sabotage the change or to integrate it within the confusion of other priorities. |
The evolution of the organizational structure originates from changes in strategies, which are aligned in the environment. These changes are associated with horizontal and vertical growth strategies and diversification strategies.
Five types of strategies are highlighted, which in turn can be related to different structures:
| one | two | 3 | 4 | 5 |
| Differentiation by innovation: companies that come to the market with new products and new technologies
|
Marketing differentiation: high advertising, sales and promotion | Specialization strategies: corresponds to action on a market segment or product. | Cost leadership: look for the lowest costs | Diversification through conglomerates: investing in many different markets in the case of a diversification strategy. |
We must not rule out that the changes imply Leadership management and alternatives that imply a personal competence that is assertiveness as it is focused in the attached table:
Nature of Planned Change
Undoubtedly, the steps of the model apply to provide an opportunity for the accompaniment of an advisor who advances with the diagnosis and can measure the plan and its progress:
Steps Model Strategic Accompaniment
References.
admindeempresas.blogspot.com/2011/04/el-cambio-estrategico.html
