Editorial

Citation

Norris, M. (2001), "Editorial", Strategy & Leadership, Vol. 29 No. 6. https://doi.org/10.1108/sl.2001.26129faa.001

Editorial

Aconundrum is a riddle, a seemingly unsolvable problem. It seems to me that the question of change presents that kind of situation for business leaders. On the one hand, change is essential – the organization that does not change in keeping with fluctuations in the marketplace will cease to exist. While this does not imply change for the sake of change, it does suggest that little in the way of people, organizational processes, competencies, strategies and even business models can elude change. All must be flexible enough to accommodate shifts in competition, consumer behavior, technology, and economic cycles. On the other hand, one of the principles of good management is control, and control is fostered by stasis, or a lack of change. Change challenges control.

Change also has a profound effect on people. At its first announcement, most change is viewed as a threat. The human body responds with both emotional and physiological effects. If the change proves to be negative from the individual's point of view, these symptoms will multiply. If the change is later perceived as positive, apprehension may be joined by anticipation, and the individual will be more willing to assist in implementing the actions to create the change. At best, most of us have learned ways of coping with change – both positive and negative.

In this issue of Strategy & Leadership, our authors share their experiences and observations about change and offer many suggestions for designing and implementing strategic change:

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  Glenn Allen-Meyer describes the pitfalls of using marketing techniques with change initiatives as a way of achieving worker buy-in and proposes focusing instead on how the new process will improve the work environment.

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  Darrell Rigby explains the importance of creating strategic alternatives that can be implemented quickly in uncertain and unsettling times.

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  Jane Linder and Susan Cantrell examine the myths that have arisen around the idea of business models and show how some beliefs can impede business success in the face of change.

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  Jan Duffy illustrates how complex, organizational relationships change over time and demonstrates a framework for assessing the current stage of a working relationship and the steps that will lead to further improvement.

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  Randy Harris and John Goodman present the concept of Return on Customer, which can be used as a guide in the development of new and expanded business-to-business relationships.

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  And don't miss IdeaFile with Michael Hammer's new business agenda for achieving success in the first decade of the new century.

As we conclude our issue on the conundrum of change, I must announce another change. This is my last issue of Strategy & Leadership. Beginning with the next issue, the editor will be Robert M. Randall. I would like to offer my personal thanks to my loyal readers and to the many authors who have worked with me during the past six years. Thanks, too, to the members of the Editorial Advisory Board who have provided welcome counsel and support. Goodbye.

Marilyn NorrisEditor