7.1.2 Transformation and change continuums
Note:
This section draws heavily on research completed in the Eknowledge and Learning to Elearn Investigative research project ( http://www.portal.unitas.com.au ) and Bowles, M (2004) Relearning to E-learn , Melbourne University Press: Melbourne, Chapter 9 Forces for Transformation ( http://marcbowles.com ).
Each organisation has a different mix of variables that influences its learning capacity, but the largest influence is the organisation itself, and its progress along what may be termed a change continuum. Change continuums provide a visual map of where a business is heading and allow us to plot its position so as to indicate when and how managers can deploy learning to achieve organisational goals.
A central issue here is organisational responsiveness. This is relevant to the question of how e-learning can assist a change process, and how it can be managed as a transformation in its own right. Where slow responsiveness leads to a loss of competitive advantage, it can have a negative impact on the entire organisation.
Figure 2 illustrates the impact of responsiveness on organisational dynamics. It depicts an organisation concentrating on a core goal and strategy, as represented by the A parabola. The aim, to advance to a competitive position, is marked as B. To respond to the need for change, the organisation must ensure that by the time it arrives at A2 it can transform its focus from A to B. The required responsiveness (time, expenses, resource commitment) to achieve the necessary change is represented by RR.
Figure 2 Change continuums
It is easy to see the impact of a lag between identifying the need for change and implementing a response. The time immediately following the identification of the need for change represents a window of opportunity or threat. If a company shifts focus soon after identifying the need for change at A1, it may shorten the lag before it reaches A2, the optimal point where the next 'wave' of transformation is beginning. Completing change before one's competitors involves some risks, but it also enables the organisation to move to the new operational state in a timely manner. In this case, the organisation is early to market and has the potential to become a market leader.
While some companies seek to optimise the window of opportunity by becoming early adopters or 'first entrants', others may not respond until the impact of change is evident, whether because they are unable to anticipate the change or because they wish to avoid risk. In Figure 2, A3 represents the point at which change is initiated so late that the organisation is already at a competitive disadvantage. In this scenario, the company will be trying to manage the change while its business revenue and competitive position are declining. While there are obvious risks in being an early adopter, a risk-avoidance strategy holds even more serious dangers if it involves changing too late.
The reduction of lag requires an understanding of the organisation's current competitive position and the likely changes in its competitive environment. This has to be managed across all the potential change scenarios - not just one - within the identified planning period.
Previous Page