1.  1. Dynamics of change  2. Cycle of Change  3. Source of Competitive Advantage  3. IS Planning

3. A look at how velocity of change is an overall factor (B2)  Agree/Disagree that the period for mega-innovations (power, information, process) is shortening? the impact of each is physical, cognitive, behavioral? the shifts in behavior? the rate of change is getting faster? this rate is having a greater effect on personal and professional lives?  What are the implications for change management professionals?

4. A look at the dynamics of change  3 known change patterns change adoption distribution (bell curve)

5.  - aggregate of 3 groups early adopters (< 10%) eventual adopters (the rest) never adopters (< 10%)

7. loss response cycle - individual  denial  anger  resistance (hopelessness)  acceptance

8. The Framework for strategy  Paradigms Based on 4 perspectives: process, strategy, IS, and managing change /control

9. Framework for Analysis -- Process Alignment Model (c2-- p.27)

10. 4 perspectives  Process --  mapped operational and management core and supporting incremental and radical

11. The Value Chain Support activities Primary activities Inbound logisticsMaterials receiving, storing, and distribution to manufacturing premises Operations Transforming inputs into finished products. Outbound logisticsStoring and distributing products Marketing and SalesPromotions and sales force ServiceService to maintain or enhance product value Corporate infrastructureSupport of entire value chain, e.g. general management planning, financing, accounting, legal services, government affairs, and QM Human resources managementRecruiting, hiring, training, and development Technology DevelopmentImproving product and manufacturing process ProcurementPurchasing input

12. 4 perspectives  Strategy --  content versus process debate on sources of competitive advantage /firm performance content sources of competitive advantage based on external "industry forces" from Porter argues that overall industry structure leads to each firm's performance in industry based on internal "factors" -- resource-based view from Barney argues that unique combinations of resources used leads to each firm's performance

13. 4 perspectives  IS Planning: Impact / Align to align MIS objectives with the organizational goals, The other approach is to impact the organizational strategy. That is searching for strategic applications with a high impact and the ability to create an advantage over competitors.

14. 4 perspectives  Managing Change and Control -- radical versus incremental change? how do radical shifts within organization occur? radical, quick org changes versus gradual, persistent, paced org changes  short and/or long period of adaptive behavior change  commitment? team-building versus structural changes

15. Framework for Analysis -- Process Alignment Model (c2-- p.27)