strategic change

This study shows the interplay of culture development and the implementation of a new production system based on the principles of Kaizen and Total Productive Maintenance of a Business Unit of a German medium sized company. The analysis of the strategic reorganization highlights the importance of management sensitivity in regard to the cultural dimension of organizational change. The paper sheds light on the activities that put strategic change into practice.

Companies need to manage increasingly turbulent and dynamic competitive environments. Organizational change is no longer the exemption in phases of stability but a constant challenge. The translation of these challenges in internal change projects is thus a major success factor for long term competitive advantage. Based on a case study of a strategic reorganization of a German Technology company this article shows the boundaries of formal planning in regard to strategic reorganization. In the course of the change project, the project organization changed several times in order to adjust to varying requirements. Based on this case study characteristics of flexible project organizations are identified. The paper concludes with implications for the management of strategic change projects.