Bengt-Arne Vedin
Ashgate
Hardback
676
1994
Change can be managed in a structured way or forced by external events. For individuals trusted with change management leadership and decision making are challenging. Early enough the need for change must be perceived requiring an understanding of context organization and culture conditioning the uncertainty induced. The two complementary approaches are reflected in strategy making and organizational change either steering a course under certain conditions preferably forcing the competition to respond or attempting to thrive on uncertainty induced surprises. Whatever strategy design without implementation is futile. The same dichotomy between taking the initiative versus responding and hitchhiking upon a novelty holds for innovation management in making an idea a success.
Ashgate
Hardback
676
1994
Change can be managed in a structured way or forced by external events. For individuals trusted with change management leadership and decision making are challenging. Early enough the need for change must be perceived requiring an understanding of context organization and culture conditioning the uncertainty induced. The two complementary approaches are reflected in strategy making and organizational change either steering a course under certain conditions preferably forcing the competition to respond or attempting to thrive on uncertainty induced surprises. Whatever strategy design without implementation is futile. The same dichotomy between taking the initiative versus responding and hitchhiking upon a novelty holds for innovation management in making an idea a success.