Dynamic of change

In order to internally compete, grow and ultimately survive against their competition Oticon A/S needed to look within as an organization and find meaningful change, this led to the forward-thinking business strategies with their new CEO Lars Kolind. A business vision known as integrated change agenda collectively brings an organization’s key philosophical attributes together to move in a forward direction. According to Nadler (1998), a business’s structure, strategies and systems from its values and internal processes to its talent, skills and performances are all umbrellaed and enforced to be the ingrained in the company culture. (pp. 138, 139). CEO Lars Kolind had a forward thinking in the late 1980’s and early 1990’s to shake up the organization by blending resources talent across multiple disciplines to streamline productions this empowered everyone and forced the team to be accountable for their actions.

Include any other important components you believe should be part of a complete case analysis.

Additional significant components that are part of a complete case analysis for change management is diving deeper in the purpose principle where leadership engages to truly listen and communicate with everyone in an organization in all phases of change. Upfront and constant clarity, whether it benefits the worker or the organization, is needed to remove any assumptions of false information that could be detrimental to the definitive goals of change. At times perception can sway in one direction unbeknownst the another one or group’s insight; proper direction and expectations from the leadership team needs to be clear to remove any potential undermining circumstances. Groth (2003), stated that managers started to resist and then outright revolt against a CEO’s forward-thinking change management vision, where in turn the CEO had thought that he did everything to be transparent with his team. (p. 280).

Make a team recommendation on how Lars Kolind should proceed, given the resistance he is facing.

At the time of the managerial resistance in the early 1990’s, Oticon A/S was nearly 100 years old and had survived many typical business life cycle lows from global economic impacts to fierce technology competition with rivals. The recent addition the business’s third CEO Lars Kolind, has brought improved financial success under his leadership and ideals in a relative short timeframe. The business’s fiscal strength was (finally) in good standing and the vison to internally change the values and company cultures most likely had a direct correlation to the financial accomplishment the was overseen by Lars Kolind. As the CEO, Mr. Kolind has the responsibility to lead Oticon A/S into the future and generate growth that adds quality and value to their end-users, thus it is advised to push forward with his consideration of moving to Thisted, a remote area in Denmark. Communication is the key to having full understanding with the management team, as the CEO, Mr. Kolind should assess the concerns and make an overall decision that benefits the organization’s long term goals and not individuals that may have their own agendas in hand.

References

Groth, T. (2003). Revolution at Oticon A/S (A): Vision for a change-competent organization. In T. D. Jick & M. A. Peiperl (Eds.), Managing change: Cases and concepts (2nd ed., p. 280). Boston: Irwin/McGraw Hill. ISBN 0-25-626458-9.

Nadler, David A. (1998). Champions of change: How CEO’s and their companies are mastering the skills of radical change. (pp. 138, 139). San Francisco: Jossey-Bass. ISBN 0-7879-0947-5.