Change, Innovation and Culture

CHANGE, INNOVATION AND CULTURE 5

Change,Innovation and Culture

Change,Innovation and Culture

Themain ideas of the readings are the management of change andinnovation by considering the culture of an organization. Thereadings argue that change and innovation should be informed by theculture that holds the modern organization. According to Goffee andJones (1996), the most important issue to understand the organizationis to identify the type of culture that holds an organizationtogether. Through this information, the initiative of change andinnovation will be considerably effective if the factors of cultureare incorporated in the process. According to Galbraith (1982),innovation of organizations requires formulation of new and uniquestructures, decision and information processes that consider thepeople in the organizations. The readings focus on the elements ofthe organization that are affected by change and the innovationprocess. However, the readings agree on the maintenance of thepositive organizational culture as the change initiative takes coursein the organization.

Theinnovation process and the initiative of creating, innovatingorganizations tend to counter the dominant elements of culture of anorganization. Therefore, the design of an innovating organization andthe process of a change initiative must consider the culture of anorganization. The elements of culture are represented by the currentoperational processes while the process of change is sparked by theinitial efforts to introduce innovative processes. According toGalbraith (1982), invention occurs well when the two distinct aspectsare separated. Galbraith (1982) further argues that this is becausethe two aspects the innovative efforts and the current operationprocesses are opposing logics that should be well managed.

Tomanage these opposing aspects, the change initiative must considerthe organizational culture. The current organizational culture is thecomponent of the organization that influences the current processes.Different organizations will respond differently to innovation andchange due to the differences in their organizational culture. Theproblem in the implementation of change is the assumption that allorganizations will respond to change in a similar way. According toGoffee and Jones (1996), the most significant error in corporateculture is the assumption that all firms are homogeneous. Thisassumption leads to subsequent errors because the management assumesthat all organizations will be react uniformly to the sameenvironments or circumstances.

Oneof the most desired outcomes of a change initiative is theeffectiveness of an organization. Therefore, a change initiative mustintroduce new processes that inspire the people and structures of anorganization to be effective in their operations. The development ofan innovating organization should make the current organizationalprocesses more effective than before. According to Galbraith (1982),the main aim of change and innovation is to blend ideas that make anorganization better. The most significant way of evaluating howbetter an organization becomes is assessing the effectiveness of thefirm after a change process.

Anotherdesired outcome of a change initiative is the adoption of the peopleprocesses in the new structure. Therefore, to effectively introducechange and design innovating organizations, the process of innovationshould consider several processes and elements of an organization.According to Galbraith (1982), people-related processes should beconsidered because they are affected by the changes that are made inthe organization. The changes that are observed are the organizationduring the implementation of an innovative process impact more on theprocesses that involve people. According to Goffee and Jones (1996),the best way to take consideration of the organizational processes isto understand the culture since it is what holds a company together.Goffee and Jones (1996) further argue that the identification of theelements of the culture of an organization makes the other processeseffective in implementation. This is because any process thatconsiders the people process is informed by the people processes thattake place in an organization.

Atthe same time, the change initiative should lead to an efficientorganizational structure. Therefore, the change initiative shouldconsider the organizational structure and the processes that suchstructures support. The organization is held together by thestructure that marks the type of culture that the firm adopts and theprocesses that will take place in the firm. Therefore, a process ofchange and innovation should consider how it will affect theorganizational structure, even as it seeks to implement a new design.According to Galbraith (1982), the process of commercializing newideas is developed by incorporating all the components that play inthe creation of an innovating organization. Therefore, it isimportant to incorporate the elements of the organizational structuresince it is the one that holds all the components of innovationtogether.

Thisassignment is important because it helps in creating a deeperunderstanding of the change process and how it is implemented bydifferent organizations. The assignment helped in knowing how theculture of an organization is important in the change process,especially for modern firms. The assignment gave the platform forexploring the readings that provide important insight on the processof designing an innovative organization. Through the assignment, theknowledge about the use and incorporation of the benefits ofinnovation in the organizational culture was made clear andunderstandable. The assignment opened to more knowledge on theimportance of addressing the organizational culture whenincorporating change. Moreover, the assignment helped in theunderstanding of the important outcomes of a change initiative in anorganization.

References

Galbraith,J. (1982). Designing the Innovative Organization. OrganizationalDynamics.

Goffee,J., &amp Jones, G. (1996). What holds the modern corporationtogether? HarvardBusiness Review.November-December