● Synergy: The word can be defined as ‘working together’. The com-
bined effect of high importance and relatively limited change offers a
potentially ‘easy ride’. Problems should be limited and risk of failure is
reduced. However, great problems occur when a strategy is deemed to
fall into this category, only to find it is not the case and far more change
is required. Be doubly sure you have the required synergy before
embarking down this route.
● Limited impact: Low levels of change affecting relatively unimportant
areas of activity. Often a series of such activities can yield incremental
change. This could represent a stage-by-stage approach to change,
where relatively minor changes are introduced over a period of time.
This option of incremental activity can be used where resources are
limited or a phased-consolidated approach is deemed more appropriate.
● Overkill: Has high risk and limited impact importance. Questions have
to be asked. Why are we doing this and what is the pay-off? Care is
needed in order not to alienate staff and disrupt activity. Such projects
often occur as a result of political manoeuvring and compromise.
Successful management requires an appreciation of the nature of change
and its subsequent impact on the organisation and individual. The process
starts with an awareness of the need to change, then progresses to a transi-
tion phase and finally reaches some predetermined state. Normally, the
transition stage is the most critical as it is fraught with risk and uncertainty.
Management must assess the level of change associated with a project
and deploy strategies relating to the management of change. For example:
● Justification: Have supportive evidence in the form of facts and quanti-
tative/statistical data. Hard data often proves a powerful ally.
● Commitment: Try to involve others through group problem solving,
participation and communication. Such factors tend to generate com-
mitment to change.
● Learning: Change is often difficult to achieve and mistakes will be
made. Learning from mistakes is important. Remember, experience is
the name we like to give our mistakes.
● Incrementalise: It may be better to have an overall strategy that can be
broken down into a series of smaller on-going changes, as per the
‘limited impact’ strategy.
● Operations: Ensure that change is reflected in operational activities
through the appropriate systems, structures, policies and monitoring.
In this way, change becomes a permanent feature and the organisation
avoids slipping back into old practice.■ People, power and politics
When addressing the issue of implementation there are no panaceas.
However, not all staff will be equally supportive of a given marketing strat-
egy. Hence it is wise to consider the likely levels of support and resistance264 Strategic Marketing: Planning and Control