Question 1

Some management experts argue that to survive the upheaval of the early twenty-first century, managers must turn their organizations into change leaders by using the present to actually create the future.

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This statement suggests that some management experts believe it is necessary for managers to transform their organizations into change leaders by actively shaping the future instead of simply reacting to present circumstances.

Question 2

Give two examples of organizations that have switched structures to maintain an ambidextrous approach.

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Question 3

What are the two cores in the dual-core approach? How does the implementation of change differ in those two cores?

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Question 4

Explain the horizontal coordination model as it relates to new product development.

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Question 5

Explain the dual-core approach to organizational change.

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Question 6

At one point in the research of new product development, a question to be answered was, "Why are some products more successful than others?" What answers have been found to this question?

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Question 7

Discuss what companies can do to achieve competitive advantage.

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Question 8

The manager of R&D for PlasticWare, a kitchen products company, said that only 10% of their new products ever make a profit. He said that the industry average is 15%, but one company in the industry has a success rate of 90%. What advice would you give PlasticWare concerning organization structure?

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Question 9

What is a venture team?

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Question 10

What is organization development? Discuss three techniques of O.D.

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Question 11

Give an example of a management change, and explain how it should be implemented.

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Question 12

Discuss the stages of change commitment process.

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Question 13

Explain why a change in technology, structures and systems, products and services, or people will affect the others elements. Provide an example of the change in one of these elements and how it will affect the other elements.

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Question 14

Compare and contrast the dual core approach and the ambidextrous approach.

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Question 15

If you were attempting to lead employees through the three stages of commitment to change, explain how you would attempt to achieve successful implementation.

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Question 16

A middle-level manager is interested product innovation, and you know that he is under advisement to bring about this innovation in order to help the firm achieve competitive advantage. What recommendations would you give him?

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Question 17

Leaders who have taken their companies through major successful transformations often have one thing in common: they focus on formulating and articulating a compelling vision and strategy that will guide the change process.

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This statement is true. Leaders who are successful in leading major transformations often prioritize developing a clear and compelling vision and strategy to guide the change process.

Question 18

List and discuss each of the elements for successful change. Diagram the sequence of the elements.

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Question 19

Discuss the forces for culture change.

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Question 20

Describe the operations of venture teams or action teams. Why are they particularly important to large organizations? Give an example.

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Quiz 11: Innovation and Change