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Change Management





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Mature Organisations

Paradox Strategic Management understands the complexities, issues and ongoing challenges faced by mature organisations both large and small.

How do you know if you are a mature organisation? Chances are your business has reached a plateau and as the organisational leader or senior manager, you’ve exhausted all your capabilities based on the competencies that you’ve accumulated so far. Moreover, you have probably emerged to this point in more recent times as a result of incremental evolution.

So, where to from here? Mature firms typically have three paths to take;

1 Onwards and upwards with strategic renewal (often requiring revolutionary and transformational change)
2 Maintaining the status quo (generally requires further incremental changes that extends the longevity of the current business paradigm)
3 Strategic discontinuation (Creatively destroying or harvesting some aspects or parts of the business, or a complete exit)

For most executives, senior managers and owner-operators, the paths of one and three (above) requires significant change either for yourself personally or for your entire organisation or sometimes a combination of both.

If you’re seeking steady continuation of the existing business’s scale and scope, then you will need a plan that provides greater certainty for preservation.

Other significant stakeholders in the business might also be considering their own exit. This could mean a partial or full divestment from the business or you might be ready to step aside and hire your own replacement and take a passive role moving forward.

No matter how you have arrived at this current turning point; Paradox Strategic Management has first-hand experience in business acquisitions and mergers, divestments, role succession and paradigmatic change. We can assist you with the following;

  • Business Modelling (Situational analysis, opportunity exploits, the nine- building blocks, unbundling, the ‘long tail’, multi-sided platforms, ‘free’ offerings and ‘open’ model development, customer centricity, idea generation, visualisations, prototyping, story-telling, strategic analysis and integration, managing multiple business models, blue-ocean and innovation-lead strategies)
  • Scenario Planning (Envisioning and forecasting the future, dystopia crises’ and contingency planning, dynamic flexibility development, capability analysis, thought processes, value-chain analysis, managing ‘raplex’ environments, scenario frameworks, paradoxical dilemmas, trend arenas, force-field analysis, probability and impact analysis, communicating scenarios and identification of success factors)
  • Change Management (harnessing change agency- facilitation and/ or control, understanding types and paths of change, formulaic v’s contextual change design, paradigmatic shifts, the change kaleidoscope, current-, transition- and future states, implementation choices, targets, style, levers, roles, interventions, attitudes v’s behaviours, monitoring, communicating and resourcing)
  • Governance formulation and advisory (Board appraisal, board composition, size and scope with ‘duality’ and ‘stewardship’ considerations, conflicts of interest, director succession, governance charters and mandates, audit-, risk-, reserves-, health and safety-, people development-, remuneration and other sub-committee formulation and charters, CEO and management delegation and authorities, corporate- social and environmental statements of intent, ethics and whistle-blowing mechanisms and affirming organisational purpose)
  • Strategic Planning (Learn how to synthesise ten core strategic paradoxes, evaluate strategies, industry and value-chain analysis, recognise and develop core competencies and position to create competitive advantages. Identify and develop values and performance recognition, mission and a long term vision. Understand business level and corporate level strategic choices and consider issues relating to networks, partnerships and alliances, organisational structure and control, merger and/or acquisitions and global strategies)
  • Business Development (Identification of significant value-added opportunities, technology transitions, satisfying ‘real’ market needs, customer life-cycle analysis,  exploiting competitive weaknesses, managing intellectual property, creating 'causal ambiguity', organisational delivery-form selection, benchmarking, managing risks and uncertainties, scenario planning and business modelling)
  • Marketing & Sales (Strategic considerations, sales development, customer connections, brand equity development, product and service offerings, developing value for long term growth and holistic achievements, environmental research and analysis, demand forecasting, building customer equity, consumer and segmentation targeting, competitive positioning, pricing, distribution, communicating advertising, sales promotions, events, experiences, public relations, personally communicating direct and interactive marketing, word of mouth, personal selling and international considerations)
  • People and organisational behaviour (Development of strong leadership, intellectual capital, alignment of individuals with structural, internal and external environments, teams and the organisation as a whole, understanding individual behaviours and processes, organisational perceptions and learning, attitudes and emotions in the workplace, workplace motivation, performance application, stress management and well-being, team dynamics and high performance enhancement, communication,  power and influence, conflicts and negotiation, structural design, cultural integration, change agency and succession planning)
  • Finance (Development of financial information for value creation, cost-driver identification and systems management, activity-based costing, variable-costing, throughput accounting, measuring for activity and process decisions, pricing and product/service planning provisions, measuring value-chain performance, financial management behaviours, balanced scorecard development, variance analysis, budgeting and forecasting, break-even analysis, investment and asset planning, derivative and foreign currency planning, capital raising, determining required-rates-of-return (ROR) capital-asset-pricing (CAPM) and ‘arbitrage’, net-present-value (NPV)-, return-on-investment (ROI)-, internal-rate-of-return (IRR)- and investment payback analysis, debt and equity instrument planning, dividend and share-buy-back policies, determining and leveraging the weighted-average-cost-of-capital (WACC), risk- returns and premiums, portfolio evaluation and planning, diversification opportunities, macro-economic and industry benchmarking and analysis, fundamental and systemic considerations, equity valuations, taxation and inflation considerations, insolvency and risk exposure) 

    * It is important to distinguish the difference between financial and managerial accounting. Paradox is not a financial accounting firm. Our accounting expertise are management focussed, meaning we concentrate on real-time subjective planning, organising and controlling of financially subjective matters  to determine current and future needs . We will work with your financial and taxation accountants/ team to enhance the integration between external reporting, regulatory compliance and internal-organisational and other stakeholder needs.
  • Operations and logistics (Environmental-, input-, transformation- and output considerations, quality, functionality, dependability, speed, costs and productivity, customisation v’s commoditisation, global v’s local considerations, aggregated and fragmented production and service process planning and design, product/service discretion, continuous-processing, flow-shops, job-shops, work-cells, cost-volume-distance modelling, manufacturing technology considerations, Six Sigma and DMAIC improvement processes, short and long term capacity and location planning, qualitative and quantitative forecasting, scheduling, supply chain planning and development, information technology considerations, inventory management, materials requirements, enterprise resource planning, ‘constraint’ and ‘lean’ theories, internal and external accreditation, capacity and location planning,  ‘pure’ servicing, schedule management, workforce considerations, maintenance, projects management, variance management, managing risks)

Strategic paradigm:
A recognised time period where identifiable  thinking, formation and change processes are contained to  a specific business, group or network which is contexualised by specific  industry, organisational or international arenas.

Growth-share analysis:
Identification of where an organisation is positioned relative to the growth rate of its market and the share of the market that organisation holds.

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