Every organisation today is facing the challenge of understanding the dynamic environment they operate in, preparing for uncertainty and implementing the right changes needed to succeed. Lozano (2013) argue that organizations find it difficult to analyze and predict change and the external environment can influence their reaction to change where there is little room for successful outcomes, therefore the best approach should start internally with managerial measures, control, innovation and participation of all members of the organization that follows a proactive strategy for a sustainable future and long term results emphasizing on the planning process and using the model proposed by Kurt Lewin of unfreeze, implementation of change and refreeze, and expanding on the process by using the model of Anderson and Anderson (2001) which consider various changes through the developmental process for improvement, the transitional model by addressing a future outcome and transformational type which is imposed by an existing condition of crisis.
According to Gilbert, Eyrin and Foster (2012) Desert News, confronted with loss of revenue due to the power of the internet, reconstructed their structure, the business model, establishing two businesses, two teams through innovative activities, the print operations being distinctive in their content from their competitors and targeting a larger audience though citing costs, and developing Desert Digital Media as a response to the new opportunities of the market, being able to share resources and capabilities for successful change that saved the company and even more strengthen the brand and both operations.
I believe the best case scenario for Desert News five years from now would be a stable environment where the company would be a leader in shaping the market and customer needs. The company was very successful at implementing change and by creating such a culture they would continue to improve on all levels to be a leader in the market and face any uncertainty or disruption, with a constant application of scenario planning by preparing, developing and using different strategies to support the business and strategic thinking (O’Brien and Meadows, 2013) into the future. Konno, Nonaka and Ogilvy (2014b) consider the planning of scenarios to be a tool that requires daily practice and can create a knowledge centered organisation driven by innovation where an established team imagine the future in different ways using the incremental, inductive and deductive approaches (Konno, Nonaka and Ogilvy, 2014a) to morrow possibilities and act upon the scenarios they find most suitable to happen .
A worse case scenario would be the complacence of the business that they succeeded and established a powerful position which would affect their innovative thinking or fail in their scenario planning by being superficial in their market research, or would only act in the present with no consideration for the future, where competitors will become powerful enough to force the business into bankruptcy. Mistakes can happen when following the steps of the scenario planning developed by Konno, Nonaka and Ogilvy (2014a), if the company does not take into consideration the environmental forces, or they get lost in the multitude of scenarios, or just choose one scenario and make poor decisions without analyzing the value of strategic options (Ram and Montibeller, 2013). The only option for Desert News in both scenarios would be their effort for improvement which implies the use of different tools like scenario planning to capture opportunities and be prepared for anything, therefore consistency of the change processes and activities.
In my opinion the best case scenario is more likely to happen to an extend, since the company has the experience, the resources, capabilities and skilled management who are concentrated in analyzing internal and external factors that can affect the business and instigate a correspondent process of change activities for the growth and performance of the company (Nadina, 2011).
References
Anderson, D. & Anderson, A. I. (2001) Beyond change management, San Francisco : CA, Wiley
Gilbert, C., Eyrin, M. & Foster, R. N. (2012) ‘Tow routes to resilience’, Harvard Business Review, 90 (12),pp. 67-73
Konno, N., Nonaka, I. & Ogilvy, J. (2014a) ‘Scenario planning: the basics’, World Futures, 70 (1), pp. 28-43
Konno, N., Nonaka, I. & Ogilvy, J. (2014b) ‘The mind of the scenario thinker’, World Futures, 70 (1), pp. 44-51
Lozano, R. (2013) ‘Are companies planning their organisational changes for corporate sustainability? An analysis of three case studies of resistance to change and their strategies to overcome it’, Corporate Social Responsibility and Environmental Management, 20, pp. 275-295
Nadina, R. R. (2011) ‘Methods of identification of the need for organizational change as being opportune’, Annals of the University of Oradea, Economic Science Series, 20 (2), pp. 707-712
O’Brien, F. A. & Meadows, M. (2013) ‘Scenario orientation and use to support strategy development’, Technological Forecasting and Social Change, 80 (4), pp. 643-656
Ram, C. & Montibeller, G. (2013) ‘Exploring the impact of evaluating strategic options in a scenario based multi-criteria framework’, Technological Forecasting and Social Change, 80 (4), pp. 657-672
Reply to your classmates in above post by:
Discussing the nature of the ‘climate for change’ created by the actions of individuals working at Deseret News, the structural design model adopted in the case study and the dominant characteristics of the operating environment
Sharing your views on the ways in which current change drivers might be categorised according to the three evaluative parameters identified this week
Debating the extent to which Deseret News actions to date have represented an appropriate change response
Asking insightful questions about your colleague’s interpretation of ideas from the Learning Resources
Extending the conversation into new but relevant areas regarding the challenges of change
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