On the challenge of implementing change...

This is the first of a series of articles around Strategic Leadership and Change Management I will publish following the idea of "Smarticles".

"Smarticles" are a fantastic innovative idea recently introduced by The Guardian aiming at atomising a big story into easy consumable chunks. Albeit without the smart algorithms, my aim is to share with you the key learnings I took from the extensive research done last year for my MSc dissertation.

After the huge amount learnt during my research, I felt it would be a real waste not to share my key findings for the benefit of the business community.

My research study was undertaken with the purpose of understanding the role of change agency and that of change agents in implementing organisational change through ambidexterity.  

Organisational Ambidexterity

Organisational ambidexterity refers to an organisation’s ability to use, successfully, a dual strategic approach of exploration and exploitation. 

Change Agents

As evidenced throughout my research, at the centre of any organisational change is the key role of a change agent. These are individuals or teams initiating, sponsoring, implementing or executing an organisational change initiative. This key role is often simplified or misrepresented in one-dimensional models . At the same time, this research aims to assess the complex nature of implementing change in organisations and the higher rate of success when implementing change through organisational ambidexterity.

My next set of articles will critically analyse and compare academic theory and case studies to explain current practices and, in turn, practices to inform theory.

Let's begin....

One of my favourite quotes shared by one my Harvard Business Schools professors but dated from 1513 is:

“...there is no more delicate matter to take in hand, nor more dangerous to conduct, nor more doubtful in its success, than to set up as a leader in the introduction of changes. The innovator makes enemies of all those who prospered under the old order, and only lukewarm support is forthcoming from those who would be better off under the new. Their support is lukewarm partly from the fear of adversaries who have the laws on their side, and partly from the incredulity of mankind, who will never admit the merit of anything New, until they have seen it proved by the event.”

Machiavelli, The Prince, 1513

Next.. I will go deeper into models of change agency and the rate of success attached to companies applying organisational ambidexterity.

Watch this space...

N.B.: Throughout my articles I will be referencing bibliography and academic journals written by well recognised professors in this field including: Birkinshaw and Gibson, (2004), Tushman et al. (2004), Caldwell, (2003) and many more. For the purpose of ease of reading I won't be using the Harvard Referencing System usually required for academic publications.