The paper "Effective Change Management at MYOB" is a great example of a case study on management. The basic issues of change faced by MYOB, or any other company for that matter, are: What are the objectives to be met? and, What needs to be done in order to achieve those objectives? Having retrenched from an unsatisfactory sojourn in the Chinese market and successfully streamlined some of its organizational processes, MYOB is facing a challenge to maintain its growth and commanding position in the market. The change that MYOB has decided to make is to introduce two new products: an online software package and a website hosting service that will be a complete online business hub for its clients. The problems that MYOB are facing are how best to define its objectives and communicate them in a clear and measurable way to the organization, and how to implement the cultural and structural changes needed to develop competitive new products quickly.
This last challenge is not insignificant; upstart competitors like Xero and Saasu have already put their products on the market, and MYOB is losing customers of its traditional accounting software to the newcomers. To most effectively manage the organizational changes needed to support rapid and effective product development, the best course of action for MYOB is to adopt an open innovation development program and to develop and implement an organization-wide change agent team to facilitate the changes needed. Every business will experience change, whether actively in order to improve its profits, products, or performance, or reactively as a consequence of outside circumstances such as economic conditions or government regulations that affect the business. Just as there are many different causes for change, there are many different forms change can take.
Changes can be made in the way a business is organized, in the people who make up the organization, or in the way the organization does business. The case study of MYOB briefly describes two significant changes made by the company. The first was a shift in focus from international to domestic markets, which required the development of new products to maintain growth. The second change was in the method of accounting used by the company, a small thing in itself, but representative of a significant shift in the company’ s mindset and manner of approaching innovation.
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