4. Change Agent
The final
archetype was the “Change Agent.” As with Specialists, Change Agents focused on
execution. In contrast to Specialists, Change Agents acted through the business
units as facilitators to ensure that strategies were enacted with fidelity. One
such CSO described the role as “an enabler. Sometimes the gears don’t mesh in
an organization. And you’re there to try and bring the people together.”
Change
Agents spent the majority of their time with business unit heads working on
implementation. As one said, “Where most time goes is once you’ve done the
business planning or once you’ve done the corporate strategy, you then end up
with a series of conclusions and action points, and actually what I spend most
of my time doing is then trying to implement the decisions that we arrive at
toward the end of those two processes.”
As with
Coaches, the success of the Change Agents depends upon their knowledge and
network within the organization. As such, the Change Agent also tends to be
recruited from within, generally from among people in senior roles with the
business units. Change Agents also tend to remain in their role for an extended
period — often working for a number of CEOs during their tenure.
Questions:
1) Rumelt talks about inertia
(routine, culture) as a the unwillingness or inability of an organisation to
adapt to changing circumstances. Discuss how the change agent can help the
organisation to adapt. (5 Marks)
2) Rumelt talks about entropy
as the weeds and decay that flouirish in poorly managed businesses. What can
the change agent do to bring focus back to the organisation.? (5 Marks)
Explain
both of the questions with real life example.
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