Becoming a chameleon group: making capabilities dynamic in a changing environment

Abstract

Purpose

This study provides a model and case example of how mid‐level managers can help realign their workers (develop a chameleon group) when the organization is facing strategic realignment.

Design/methodology/approach

Research has shown that downsizing in the wake of industry‐level stress is not generally successful, yet firms continue the practice. However, some firms have been successful by using restructuring and reorientation methods that allow mid‐level managers to implement new directions for their work teams. The objective of this paper is to develop a four‐step process model for mid‐level managers to use. This model and key areas (resources, corporate goals, key stakeholders) are discussed relative to questions that need to be addressed and actions that need to be taken. Then a successful application of the model is presented.

Findings

Provides and illustrates a model for developing and sustaining chameleon groups (groups in the organization that can change their focus as needed to meet strategic realignment needs).

Research limitations/implications

The paper illustrates one example in the telecommunications industry. The model needs to be applied more widely to determine its overall utility.

Originality/value

This paper offers practical help to any firm or mid‐level manager facing the need for reorientation.

Citation

White, M.A. and Behr, S.M. (2007), "Becoming a chameleon group: making capabilities dynamic in a changing environment", Business Strategy Series, Vol. 8 No. 4, pp. 293-302. https://doi.org/10.1108/17515630710684349