Innovation and Organizational Change Management

In his paper, Euchner states that innovation implies “giving something new to the world” (10). However, the simplicity of this definition is deceptive. Many organizations throughout the time have implemented unsuccessful innovation strategies by merely trying to develop new products and technology without taking into consideration that favorable changes may take place in a great variety of organizational processes and areas: corporate culture, customer service, supply chain management, and so on.

In support of this idea, Sawhney, Wolcott, and Arroniz note that “innovation is relevant only if it creates value for customers” which does not necessarily mean the enlargement of a current product range (76). What it really means is that organizational leaders need to take a holistic approach to innovation by evaluating their companies’ strengths, weaknesses, knowledge, as well as the external environment, and engage in change management.

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Based on the results of the analysis of the three articles, it is possible to say that organizational change management should start with the assessment of current needs for change and possible directions for the development, be it customer value creation or redesign of internal corporate processes. Palmer calls this stage “measuring readiness” for change, and it is meant to reduce possible risks and losses (35). After that, managers may proceed towards the creation of a sense of urgency for change, the allocation of new professional roles, as well as the development and integration of necessary knowledge and vision.

The implementation of such few-step change models in an organized and well-managed fashion is highly important. Conversely, the lack of assessment data, chaotic and poorly applied measures will likely be inefficient in dealing with the resistance to change, i.e., the unwillingness of the personnel to move towards innovation and change habitual patterns of behavior. Thus, the performance in accordance with one of the change models, e.g., Kotter’s seven-step model, may help companies to embrace new opportunities, capture new values, innovate, and increase profits much more effectively.


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