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Implementing strategic innovation: supporting people over the design and implementation boundary
Author(s) -
Braganza Ashley,
Ward John
Publication year - 2001
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.533
Subject(s) - dynamism , craft , business , process management , strategic planning , process (computing) , strategic design , strategic management , strategic alignment , marketing , knowledge management , management , strategic financial management , computer science , economics , physics , archaeology , quantum mechanics , purchasing , history , operating system
Organizations especially those that are large and mature need to undertake strategic innovation (i.e. design and implement radical change) as a result of environmental dynamism. Business leaders have to craft the direction and magnitude of the change. Much of the current literature deals with the design aspects of innovative strategic change and the probable causes of failure at the implementation stage. Researchers and practitioners agree that people are often at the centre of strategic innovations failing. This paper examines how ICL, a major technology organization, created and deployed a holistic business process for managing people through a strategic innovation. Copyright © 2001 John Wiley & Sons, Ltd.