Managing Change and Transformation for Corporate Sustainability

Abstract

Once the decision on technical or organizational change has been taken, it is time to put it in place. For radical technological innovations, sustainable companies apply the principle of rational audacity and prefer to be a fast follower than a first mover. For incremental technological innovation, they are more aggressive. They are expert in the commercialization of innovative offer with the methodical use of extensive communication, explanation of the innovation’s benefits, co-designing with external partners, and turning of their solution as a standard. They do not hesitate to cannibalize their existing product range with new offer. When developing new technologies, they have a solid experience in choosing between an internal or external development.

For organizational changes sustainable firms follow some successful rules. First, they systematically experiment before making any assumption; they define timeline as well as style in heading the project; they give a clear, adequate, and credible direction to launch the operations. Finally, they show handiness, tenacity and responsibility.

In the case of organizational changes made under the pressure of a crisis, sustainable companies establish quick priorities for managing cash effectively; they focus on their core profitable customers; they simplify their product portfolio; they enlist the support of their major stakeholders; and if needed, they pick up a new leader who knows well the company.