By Neil Harris (eds.)
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Additional info for Change and the Modern Business
The starting point focuses on mapping out the organisation's stakeholders, in other words those with some sort of stake or interest in the fortunes of that enterprise. Obviously certain stakeholders will be more important in terms of power and influence and these often stand out as the key stakeholders. However, having suggested that change is now very much part of all organisations then certainly the amount of influence that key stakeholders can impose may radically change, perhaps overnight in some cases as, for example, in the print industry.
Those who constantly resist are unlikely to remain competitive in the long term. Thus, after an analysis of the current situation has taken place, the decisions which often need to be made are not only 'what could we change' but very much 'what should we change'. Considering the discussion of organisational stakeholders in the previous section it becomes very apparent that, although a wide range of options may be available which the firm could pursue, there is likely to be a much more limited range of options which the firm should pursue in order to appease key stakeholders.
In terms of strategic choice organisations must be realistic in following only viable options wherever possible. There might be a tendency to want to get into sexy high -profile industries when there is very little logic behind it. Normally if there would appear at first glance to be a dozen or so options then a process of sensible elimination should reduce this to five or six sound possibilities. These then need more serious appraisal before a final choice is made . Where quantitative information or comparison is available then this can help but in many cases only subjective or qualitative information is available.
Change and the Modern Business by Neil Harris (eds.)