Leading organisational change at Stanley – conclusion

Increased competitiveness resulting from globalisation has challenged traditional sources of competitive advantage thus necessitating organisational changes. For instance, Stanley Works faced such a necessity with increasing loss of its market share in Australia following aggressive competition from Asian alternatives. Accordingly, the entity had to change from a manufacturing entity into a sales and marketing-oriented entity, a change process that formed the focus of this paper. Stanley’s change was revolutionary in nature, involving transformations in structure, processes, people and technology within a short period. The ability for successful transformation arose from the entity’s effective management of the process, evident from such aspects as clear communication to the affected employees, reconsiderations of changes in activities that lacked appropriate substitutes and development of systems and technologies to support the transformation. However, the continued success of change process depends on the entity’s ability to create the right culture that dissuades complacency and encourages innovation.


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