In today's ever changing business environment, it is essential for leaders at all levels to acquire the knowledge of organizational development as well as how to manage change in a strategic manner. In the long history of corporate change management, some seasoned predecessors wisely pointed out the significance of adapting with the times in an attempt to reap success.
Therefore, the purpose of the essay is to assess Machiavelli's (1532) quote on change by examining Lenovo's 2005 acquisition of IBM PC division, a vivid example that illustrates the impacts of change, in this case, business acquisition on Lenovo's sustainable development in the past few years and how the company proactively dealt with the enormous differences. First, my interpretation of the quotation will be briefly examined. Next, I will incorporate organizational change management concepts into the argument by further analyzing why change is needed in Lenovo's case, the impacts of change on Lenovo's new business strategy and organizational culture as well as the role of executive leadership in tackling employees faced with change. In the meantime, the paper will justify if the quotation makes sense in the case we've examined. The secondary data is quoted from websites, academic journals and industry research papers.
[...] Aquila (2010) defined organizational change as “organization- wide changes that are broadly focused and applicable to any types such as technical, managerial and social innovations.” Among several external reasons that shape organizational change (e.g., globalization, informational technology or management innovation), change in Lenovo falls into the category of management innovation. Moreover, Recardo (2011) asserts that successful organizational restructuring change requires a change in culture which explained the strategies adopted by Lenovo Group to evolve both linguistically and culturally. Meanwhile, Lenovo case also contained subsystem change that might include removal or addition of certain or some changes in procedural implementation in order to deliver products or services. [...]
[...] The great market potential stemming from strategic alliance was leveraged to help new Lenovo change the new dynamics of the global PC business, thus becoming an essential element in shaping the organization's product and business strategy. In the meantime, formulating a win-win organizational culture brooked no further postponement. As a compelling indicator associated with organization effectiveness, organization culture originates from long-term social learning and can be rooted deeply in an organization's history (Stanwick, 2006). According to Aquila (2010), some guidelines for managing organizational culture included “clear strategic vision, top-management commitment, symbolic leadership, supporting organizational changes and the socialization of newcomers.” The new Lenovo set a good example of how managing well organization culture could contribute to sustained corporate development. [...]
[...] Overall, the paper emphasized the importance of managing organizational development and change. It also revolved around some change management concepts by analyzing why changes were needed in Lenovo's case, the impacts of change on Lenovo's new business strategy and organizational culture as well as the role of executive leadership in dealing with employees faced with change. To sum up, how an organization can achieve overall profitability depends on how well the executive leadership and stakeholders as a whole, manage changes with the times and organizational development, especially when the organization is going through a transformational restructuring as is indicated by the Lenovo's case. [...]
[...] The Quality Management Journal, 69-70. Retrieved February from ABI/INFORM Global. Nedelko, Z., & Potocan, V . (2011). The Organizational Viewpoint of Project Working. Journal of American Academy of Business, Cambridge, 153- 159. Retrieved February from ABI/INFORM Global. (Document ID: 2210001201). Newman Rick, Oct 2007, Lenovo's Great Leap, Despite cultural [...]
[...] change by examining Lenovo's 2005 acquisition of IBM PC division, a vivid example that illustrates the impacts of change, in this case, business acquisition on Lenovo's sustainable development in the past few years and how the company proactively dealt with the enormous differences. First, my interpretation of the quotation will be briefly introduced. Next, I will incorporate organizational change management concepts into the argument by further analyzing why change is needed in Lenovo's case, the impacts of change on Lenovo's new business strategy and organizational culture as well as the role of executive leadership in tackling employees faced with change. [...]
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