Chapter 5defining The Destination Developing Astrategy And Understand ✓ Solved

Chapter 5 Defining the Destination, Developing a Strategy and Understanding Change & Presenting your Ideas. Supporting and Blocking Forces Internal Supporting Forces: Cost advantage, unique resources, market knowledge External Supporting Forces: Relationships with customers, expanded market potential, investor’s goodwill Internal Blocking Forces: Lack of managerial experience, lack of capital, lack of product knowledge External Blocking Forces: Limited market potential, competitor activity, high entry costs Problem Analysis, Specification, and Quantification  Brainstorm the causes  Group the causes into major categories  Construct a “Causes and Effect†diagram  Getting to the root cause of the major problems Objective Setting: Defining the Desired End-State  Aims  Objectives  Outcomes  Actions Who am I working with?  What is the organizational culture?  What are their core competencies?  What resources do they have?  How are those resources deployed?

The Consultant verses the Client (organization)  What are your objectives?  I want to gain experience  I want to gain evidence that I did well The Consultant verses the Client (organization) What are your CLIENT’S objectives?  They want to develop more understanding surrounding the organization  They want their issue fixed (of course) The Consultant verses the Client (organization) Misalignment between the consultant and client requires negotiation between both parties to resolve Misalignment occurs because:  The client expects too much from the consultant  The client expects too much from the project  Specific outcomes are not defined by the client The Consultant verses the Client (organization)  Focus on win-win outcomes  Break down projects into sub-projects  Have the client prioritize outcomes  Refer back to the proposal Working through Organizational Change Change happens for a lot of different reasons and good consultants can help to facilitate through it.

Organizational drivers of change  Financial issues  New competition  Regulations  Consumer behavior  New technology  Growth  New management Intuition Data Managing • Team • Client • Self Analyzing • Framing • Designing • Gathering • Interpreting Presenting • Structure • Buy-in Problem Solution McKinsey Model Annotated Bibliography Your Name ECE 355 Instructor's Name Date Re-watch the following tutorial: Making an Annotated Bibliography Want to view a sample annotated bibliography? Annotated Bibliography Hint : Delete all of these green boxes before submitting the paper to your instructor. To delete the boxes: click on the edge of each box and press delete. Annotated Bibliography Author’s Last Name, Initials. (Year Published).

Article title. Journal Name , Volume # (Issue #), Explain the purpose of the article (1 sentence). Next, write a summary of the general content (1-2 sentences). Write a summary of the researcher(s) main finding(s) (1-2 sentences). Point out the specific element/information that is most relevant to how parenting impacts child outcomes (1 sentence).

Describe how/why this information will help you support educating parents to promote healthy child outcomes. (1 sentence). Author’s Last Name, Initials. (Year Published). Article title. Journal Name , Volume # (Issue #), Explain the purpose of the article (1 sentence). Next, write a summary of the general content (1-2 sentences).

Write a summary of the researcher(s) main finding(s) (1-2 sentences). Point out the specific element/information that is most relevant to how parenting impacts child outcomes (1 sentence). Describe how/why this information will help you support educating parents to promote healthy child outcomes. (1 sentence). Author’s Last Name, Initials. (Year Published). Article title.

Journal Name , Volume # (Issue #), Explain the purpose of the article (1 sentence). Next, write a summary of the general content (1-2 sentences). Write a summary of the researcher(s) main finding(s) (1-2 sentences). Point out the specific element/information that is most relevant to how parenting impacts child outcomes (1 sentence). Describe how/why this information will help you support educating parents to promote healthy child outcomes. (1 sentence).

Tip 1: Note that references are listed in alphabetical order. Tip 2: Click on this 3-minute video on ACADEMIC VOICE and FORMATTING YOUR REFERENCE for more help. Tip 3: No reference page is needed for an annotated bibliography. Skill of the Consultant and Project Proposals Appreciate the skills effective management consultants bring to the job and in particular recognizes:  project management skills necessary to keep project on schedule and on budget;  analysis skills needed to understand the client business; identify the opportunities it faces and develop strategies to exploit them;  relationship-building skills needed to relate ideas to positively influence decision makers and to make the project happen in real organizations.

Understand the selling process of a consulting project. Recognize the key elements of the project proposal and how they may be articulated in order to have an impact and to influence the recipient. Overview The consultant is often an outsider who brings benefits in having an outside perspective; however, in order to succeed, they need to build relationships. The consultant must develop  an ability to manage the consulting exercise as a formal project  an ability to manage the analytical skills necessary to gain an understanding of the client business and the possibilities it faces  an ability to communicate ideas and positively influence others The “Consultant†Consultant Client A consulting project is a self-contained one.

Essential skills are the ability to define objectives, develop formal plans and be able to sequence and prioritize tasks. Important skills needed are the ability to manage finances, recognize the expertise needed and manage one’s own time. Project Management Skills Analysis skills ïµ Consultants need to add some new insights through existing information and using their own personal experience. ïµ It is essential a consultants are able to process information and draw conclusions, recognize the external opportunities and challenges the business faces and finally assess the business’s internal condition. ïµ Identifying what information is available and what is needed, assessing the business’s financial situation, evaluating the business’s markets and analyzing the firm’s decision-making processes.

Organizational Life Cycle Embryonic Growth Shakeout Maturity Decline Audience Early Adopters Mainstream Population Late Adopters Laggards Market Small Growing Flattening Large Contracting Sales Low Growing High Flattening Moderate Competition Low Beginning Moderate High Moderate Relationship-Building Skills ïµ Getting ideas implemented from a consulting project relies on relationship-building skills. ïµ Essential ones are building rapport and trust with the client, communicating ideas effectively and negotiating objectives and outcomes. ïµ Important skills are effective questioning, working effectively as a team and demonstrating leadership. The Consulting Selling Process Identify potential targets.

Decide on the product offering Conduct a competitive review Promote your consulting services Follow up resulting sales enquiries Meet potential clients and discuss requirements Prepare a project proposal The Function of the Project Proposal  The proposal is designed to highlight the work that will be undertaken and forms the basis of the commitment and expectations from the client.  There is a balance between what is realistic and what the client would like in an ideal world. Promising too much is as bad as promising too little.  Early on the consultant has to understand the client’s needs and expectations. The Project Proposal This should be a clear, well-structured business document of as short a length as possible to provide the main ideas. It should include at a minimum…. • title and executive summary • the client’s requirements • your team’s approach • activity and time plan • key personnel • summary of relevant experience • costings Intuition Data Managing • Team • Client • Self Analyzing • Framing • Designing • Gathering • Interpreting Presenting • Structure • Buy-in Problem Solution McKinsey Model Case Assignment Please watch the following videos and write-up a short 600 word max reflection paper based on the PowerPoint and videos.

Paper for above instructions

Reflection Paper on Defining Destinations: A Strategic Approach to Organizational Change

Organizational change is an inevitable and essential element in the operational dynamics of contemporary businesses. This reflection paper, based on Chapter 5, touches on the strategies and factors that organizations must consider to achieve desired outcomes effectively. The discussion focuses on defining the destination, developing a strategy, analyzing supporting and blocking forces, and navigating obstacles in a consulting context. In doing so, it delves deeper into the consultant-client relationship and the attributes pertinent to managing change effectively.

Defining the Destination & Strategy Development

The first step in navigating the complexities of organizational change is the clear definition of the desired end-state (Kotter, 1996). Aims, objectives, outcomes, and actions must be delineated to create a focus for the organization. Aims refer to broad intentions that give direction, while objectives specify measurable targets; outcomes illustrate the expected results, and actions detail the steps for implementation (Drucker, 2007). When working with a client organization, understanding its culture, core competencies, available resources, and the deployment of those resources is imperative (Schein, 2010).

Internal and External Forces: Supporting and Blocking

Identifying supporting and blocking forces plays a critical role in any strategic plan. Internal supporting forces, such as having a cost advantage or unique resources, can significantly enhance a company’s market knowledge (Hill & Jones, 2010). Conversely, internal blocking forces, including a lack of managerial experience or product knowledge, can serve as significant hindrances (Cummings & Worley, 2014).
On the external landscape, relationships with customers and expanded market potential are crucial supporting forces, while limited market potential and fierce competitor activity pose external threats (Porter, 2008). It is also essential to recognize the phenomenon of high entry costs, which may discourage potential market entrants and affect pricing strategies.
A structured approach to problem analysis is vital for developing effective strategies. Using a "Causes and Effect" diagram can help visualize the root causes of significant problems, enabling teams to prioritize actions accordingly (Ishikawa, 1986). By brainstorming potential root causes and grouping them into major categories, consultants can focus on the critical drivers of change that will shape their strategies.

Objective Setting: Navigating Alignment

Understanding the objectives of both the consultant and the client is paramount. While the consultant may seek to gain experience and evidence of their effectiveness, the client primarily wishes to resolve pressing issues and gain insights (McKinsey & Company, 2019). Misalignment in expectations can lead to project challenges; clients may expect too much from consultants or demand unrealistic outcomes due to a lack of defined objectives (Kahneman, 2011).
To mitigate these issues, implementing a win-win approach is beneficial. Activities can be broken into sub-projects for easier management, and clients should prioritize outcomes that matter most to them (Schön, 1987). Revisiting the initial proposal throughout the project lifecycle ensures alignment and maintains a clear focus on objectives.

Facilitating Organizational Change

Change often occurs due to various drivers such as financial issues, emerging competition, regulatory requirements, shifts in consumer behavior, new technologies, organizational growth, or alterations in management (Anderson & Anderson, 2010). Navigating these changes requires a data-driven approach, recognizing that intuition and empirical evidence must strive for coherence (Mintzberg, 2009).
Consultants must emphasize relationship-building as a key skill throughout the process, as getting ideas implemented relies heavily on rapport and trust (Pfeffer & Sutton, 2006). Effective questioning and teamwork foster collaboration and garner commitment from all stakeholders.

The Consultant-Client Dynamic

The relationship between the consultant and client is pivotal to the success of any project. Effective project management skills are essential; consultants need capabilities to keep projects on track financially and within set timelines (Kerzner, 2013). The analysis skills required to assess the client’s business environment and identify opportunities for strategic advantage are equally important (Rothaermel, 2013). Communicating ideas and influencing decision-makers serve as mechanisms to gain acceptance and cause project momentum.
A well-structured project proposal is indispensable for establishing the groundwork. Key elements include defining client requirements, outlining the consultant’s approach, presenting a detailed activity and time plan, identifying key personnel, summarizing relevant experience, and providing clear costings. Balancing realistic expectations with clients' ideal outcomes facilitates productive beginnings (Baker, 2015).

Conclusion

Organizational change embodies a multifaceted challenge that necessitates strategic planning, strong communication, and alignment among stakeholders. By defining objectives, analyzing supporting and blocking forces, and facilitating effective change management, consultants can drive successful outcomes. Ultimately, the consultant’s ability to navigate the complexities of client relationships and provide actionable insights generates lasting value for organizations.

References

1. Anderson, D. & Anderson, L. (2010). Beyond Change Management: How to Achieve Lasting Organizational Transformation. Jossey-Bass.
2. Baker, M. J. (2015). Marketing Strategy and Management. Macmillan International Higher Education.
3. Cummings, T. G., & Worley, C. G. (2014). Organization Development and Change. Cengage Learning.
4. Drucker, P. F. (2007). The Effective Executive: The Definitive Guide to Getting the Right Things Done. HarperCollins.
5. Hill, C. W. L., & Jones, G. R. (2010). Strategic Management Theory: An Integrated Approach. Cengage Learning.
6. Ishikawa, K. (1986). Guide to Quality Control. Asian Productivity Organization.
7. Kahneman, D. (2011). Thinking, Fast and Slow. Farrar, Straus and Giroux.
8. Kerzner, H. (2013). Project Management: A Systems Approach to Planning, Scheduling, and Control. Wiley.
9. Mintzberg, H. (2009). Managing. Pearson Education.
10. Pfeffer, J., & Sutton, R. I. (2006). Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management. Harvard Business Review Press.