The Danger of Not Aligning The Three Domains in Change
Organizations today face major, discontinuous change that makes strategic management more difficult and complex than ever. Making a change program effective and breaking the status quo to reach a desired status cannot rely on customary managerial habits or intuitive management philosophies.
The essay will use a failure change case of making divisional restructure by adding new team member to examine the theories and employ them as an analytical device to extend understanding of cause of the change program failure. It's focused on the three frameworks of change to understand the context, define the content and examine the implementation process. By analyzing the case based on the change management models, it reveals the disastrous consequence of not combining the technical, political and cultural system in the change program. Often as a change initiator, the managers should be fully aware of the organizational feature of its structure, culture, power distribution so that they can properly assess the reason for change, define the mission of change, get top-management sponsorship, develop group culture to align with mission and strategy and manage the crisis in the middle of the change process.
The case happened in a multinational pharmaceutical company's China Branch. Its ophthalmology business' leading position in China was recently endangered by overseas and domestic companies' competition. Product market share was diluted by cheaper local me-too products. Sales couldn't reach budget and relationship with ophthalmologist worsened.
The company had separate sales and marketing operations led by two Directors. There were two product managers in Marketing Department, both of whom had years experience as Sales Managers and transferred not long to marketing department. They were responsible for marketing strategy, planning and key opinion leader development, but not directly involved in sales. The ophthalmology...