Introduction
Strategic change management – is a vital part of an organization’s profile that instills growth and development. There is no strategy without a structure. Planning is a key part, yet without action, it remains pointless.
Strategy Change Cycle
The strategy change cycle (SCC) – is a strategic management process that links preparation and action to achieve seamless progress (Bryson, 2011). It consists of ten steps leading to a gradual change. This change is continuous and undergoes constant revisions.
SCC Components
Flexibility is a necessary feature of a complex structure, otherwise, it will crumble under pressure. The proposed strategy incorporates multiple links between processes to ensure such flexibility. These components make use of vision and goal and take issues into account (Bryson, 2011).
SCC Objectives
The SCC is intended to provide a set of concepts for creating a better structure. It does not replace leaders but helps them to lead (Bryson, 2011). It closes the gap between planning and doing by revealing the pathways to success.
SCC in Public Sector
Strategic planning is more widespread in for-profit organizations. Governmental structures need to adopt this practice to increase their performance. Changes in the public sector organizations often impact multiple crucial networks.
Benefits of SCC
Increased capacity for multitasking and making changes to the plan on the fly. Continuous assessment and response to internal and external factors. An action-oriented approach that focuses on developing meaningful plans.
The SCC creates an action-oriented strategy, making it attractive to the public (Bryson, 2011). The ability to combine thought, action, and learning are one of the primary benefits. These plans incorporate explanations of the reasoning behind their creation.
Disadvantages of SCC
A significant variety of stakeholders can cause conflicting views on the same issue. Public sector organizations tend to work with multiple goals in mind, which might lead to a rapidly accumulating number of changes to the plan. These constant shifts must be acknowledged by all stakeholders, which might be time-consuming.
Conclusion
SCC is more suitable for non-profit and public sector organizations due to its flexibility. The impact of these organizations is out of the scope of the majority of strategic management approaches. A combination of goal, vision, and action is the key to success in the public sector.
References
Bryson, J. M. (2011). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement (4th ed.). John Wiley & Sons.
Bryson, J. M. (2016). Strategic planning and the strategy change cycle. In D. O. Renz & R. D. Herman (Eds.), The Jossey-Bass handbook of nonprofit leadership and management (pp. 240-273). John Wiley & Sons. Web.
Bryson, J. M., Edwards, L. H., & Van Slyke, D. M. (2017). Getting strategic about strategic planning research. Public Management Review, 20(3), 317339. Web.