The paper "Key Drivers of Change in Clemenger" is a perfect example of a business case study. One of the models of planned change is the direct effects model. In this model, change based factors that include skill development and action planning occur at the same time. Hence, this model is associated with the attainment of an effective organization's success in a company. The second model is the second-order model, which postulates that each change factor is linked to the attainment of organization success at higher orders with reference to the adopted implementation strategy (Langley et al.
2013). The third model is the sequential model, which depicts the need for each change linked factor to contribute towards the implementation of change. This is adopted when each phase of the planned change is deemed to attain the desired success level. Change Drivers and Agents The key drivers of change in Clemenger after the takeover by Biggs’ are social aspects and the changing economic environment. Hence, the company had to change because of the scientific-technological revolution, power revolution and consumer growth. These were steered by Biggs who focused on driving the company towards the attainment of success.
Biggs was able to do this since he had a clear strategy and vision for Clemenger to attain success (Graetz et al. 2011). This created room for iteration. Further, Biggs placed potential customers of the company at the center of the transformation equation and offered a skeptical demonstration of how results can be attained through better management and leadership. In addition, the communication channels were emphasized, which ensured that employees could participate in decision making and interact with customers to gather ideas that would steer the company towards the attainment of success.
This illustrates that Biggs and his employees were the key agents of change development and implementation in Clemenger (Graetz et al. 2011). The perspective used in the case The case is applicable for the complexity theory, which measures the diversity or heterogeneity of the environmental factors, which include technology, socio-politics, suppliers and customers.
Burnes, B, & James, H, 1994. “Culture, cognitive dissonance and the
management of change”, International Journal of Operations and production management, Vol. 15 No. 8, pp. 14-33.
Hopkins, W, Mallette, P, & Hopkins, S 2013, 'Proposed Factors Influencing Strategic
Inertia/Strategic Renewal In Organizations', Academy Of Strategic Management Journal, 12, 2, Pp. 77-94, Business Source Complete, Ebscohost, Viewed 3 April 2014.
Langley, A, Smallman, C, Tsoukas, H, & Van De Ven, A 2013, 'Process Studies Of
Change In Organization And Management: Unveiling Temporality, Activity, And Flow', Academy Of Management Journal, 56, 1, pp. 1-13, Business Source Complete, EBSCOhost, viewed 3 April 2014.
Lewis, L, Laster, N, & Kulkarni, V 2013, 'Telling ’em How It Will Be: Previewing
Pain of Risky Change in Initial Announcements', Journal Of Business Communication, 50, 3, pp. 278-308, Business Source Complete, EBSCOhost, viewed 3 April 2014.
Leonardi, Pm 2013, 'When Does Technology Use Enable Network Change In
Organizations? A Comparative Study Of Feature Use And Shared Affordances', Mis Quarterly, 37, 3, pp. 749-775, Business Source Complete, EBSCOhost, viewed 3 April 2014.
Năstase, M, Prediţcan, M, & Roiban, R 2013, 'The Role of Employees in a Process of
Change-A Case Study for the Romanian Organizations', Review Of International Comparative Management / Revista De Management Comparat International, 14, 4, pp. 512-518, Business Source Complete, EBSCOhost, viewed 3 April 2014.