14.1 Managing strategic change - the process dynamic

Question 1

This chapter considers the need for organisational p______ to change as part of the development of strategy, recognising that the process requirements of the p____ will have been different to those of t____, and the process dynamics of today in turn will be different from those required in the f____.

Answer 1

process
past
today
future

Question 2

It is neccessary to understand the pressure points that will affect strategy - these are pr_____, pr_____, po______ and pe______.

Answer 2

process
product
position
people

Question 3

Kaufman argues that we need to consider three levels of process change: 1) m___, 2) m_____ and 3) m_____. These can be seen as three different boundaries of strategic influence.

Answer 3

mega
macro
micro

Question 4

There is an important distinction to be made between change which results from a measured e________ approach, and that which results from unexpected or deliberate r__________.

Answer 4

evolution

revolution

Question 5

A core model for analysing the forces of change comes from Lewin in his f_____-f______ analysis with its dynamic between d______ forces and r__________ forces.

Answer 5

force-field
driving
restraining

Question 6

The company secretary or governance professional will often be a key player in the documenting and oversight of differing aspects of process change. They will need to understand the rationale behind the change, the approach being taken to change and the perceived impact to s_____________. The evidence required to support this has become more important since the changes to the C__________ A__ 2___ now requiring all but small companies to explain how directors have approach section 172, and the impact on stakeholders of any resultant drive to create s________ value.

Answer 6

stakeholders
Companies Act 2006
sustainable