Managing Innovation And Change

Managing Innovation and Change Contents Executive Statement         3 1.         Introduction         4 1.1.         Drivers of change         5 1.2.         The rational edge         5 1.3.         The softw atomic number 18         6 1.4.         The hardware         7 2.         Alternatives         7 2.1.         External sourcing objections         8 2.1.1.         External indirect control         8 2.1.2.         Competitive advantage         8 2.1.3.         Time to market         8 2.1.4.         Expense         8 2.1.5.         Loss of investment         8 2.1.6.          origin losses         9 2.2.         Internal sourcing objections         9 2.2.1.         Expert intimacy         9 2.2.2.         Functional competencies         9 2.2.3.         Perceptual bias         9 3.         Functional consolidation         9 4.         The importance of change         10 4.1.         Maintaining market leadership         10 4.2.         Expanding into new regions         11 5.          subway system to change         11 5.1.         External forces         11 5.2.         Internal forces         11 6.         Response to change         12 7.         Conclusion         12 8.         Bibliography         13 Executive Statement From 1995 to 2000 the organisation has progressed through four divisional amalgamations and one closure, due to economic constraints, to reduce stock holding, withstand trading growth and retain the customer base that has proved loyal over the years.



These events have not only cause this organisation but all steel traders in second Africa, some to the extent of selling and or closing non-performing divisions to outride profitable.

As the group has been successful in these endeavours there are areas were the organisation can improve service to the customer, both internally and externally. By consolidating the staff into a single division at one physical site, restructuring the divisions reporting hierarchy, eliminating system duplication and incorporating newer technologies much(prenominal) as B2B and B2C the organisation will be able to conserve or even increase its market share.

Although the envisaged changes will not be without some resistance and trepidation but on completion of the specific tasks the improvement to the organisations stakeholders will be greatly improved. This will ensure that the organisation will be a contender in the steel trade for the foreseeable prox and possible increase the ability of the organisation to improve the export of steel to other African countries and world markets.

1.         Introduction This...

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