Leading organizational change : Case Onninen Express
Myllylä, Pertti (2016)
2016
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-202303103363
https://urn.fi/URN:NBN:fi:amk-202303103363
Tiivistelmä
Traditional technical trade in Finland is going through serious change. Onninen as a market leader makes a strategic decision to invest on outlet network. Outlet network development began by making Express Outlets as independent business unit inside Onninen.
The reason for this research is to understand the change and reasons for change resistance in Onninen express segment after express outlets were separated to their own business unit. The research was done as an action research. The data from orgarization was generated by in depth interviews, surveys done by independent consultants and through informal discussions. The reasons for emerging change resistance were founded in corporate culture and the basic human reaction to change- fear towards the new and unknown.
Changing orgarization culture is hard, and as we leamed through this researcht one thing that makes it even harder is when old culture has lead us to good financial results. It is in people's values and assumptions that the way we did things earlier will create success to us. People have the need for information and leadership in this kind of situation. They tend to askwhy when going through change.
Based on the research the role of the middle management is the key to successful organizational change: The middle management is in the heart of the change and they are able to influence people's reactions and actions towards drange. We have to be sure that people working in the middle management are capable of leading change and understand the basic reactions and feelings people have towards change. Developing a culture of leadership in our middle management is extremely important because in today's turbulent business environment change has become a norm and more change demands more leadership.
The reason for this research is to understand the change and reasons for change resistance in Onninen express segment after express outlets were separated to their own business unit. The research was done as an action research. The data from orgarization was generated by in depth interviews, surveys done by independent consultants and through informal discussions. The reasons for emerging change resistance were founded in corporate culture and the basic human reaction to change- fear towards the new and unknown.
Changing orgarization culture is hard, and as we leamed through this researcht one thing that makes it even harder is when old culture has lead us to good financial results. It is in people's values and assumptions that the way we did things earlier will create success to us. People have the need for information and leadership in this kind of situation. They tend to askwhy when going through change.
Based on the research the role of the middle management is the key to successful organizational change: The middle management is in the heart of the change and they are able to influence people's reactions and actions towards drange. We have to be sure that people working in the middle management are capable of leading change and understand the basic reactions and feelings people have towards change. Developing a culture of leadership in our middle management is extremely important because in today's turbulent business environment change has become a norm and more change demands more leadership.