Introduction

In Part II we examined nine case studies of strategic change using a “stand-alone” or “vertical” analysis. In this chapter we look at the cases studies as a set and undertake a “horizontal” analysis across the different cases.

In order to derive these insights, we look at the cases from a number of different perspectives. A primary purpose of this chapter, then, is to identify specific lessons about change and change management that can be gleaned from this sample of nine companies.

We conclude this chapter with some thoughts for researchers and scholars about “taking forward the integrative framework” that was proposed in Part I.

Some lessons about the nature of change

In this section, we look at the nature of the change process in terms of what we have learned from the case studies. We examine the different but related aspects of the cases, including the catalyst for change, the overall purpose or objective of the change process, the type of change (including the focus and magnitude of change), and the duration of change. We also identify and examine aspects of the barriers to change that have been encountered.

The catalyst for or driver of change

A catalyst for or driver of change is the trigger, in a sense, for the change process. There appear to be three different catalysts for change in our sample: (1) problems created by organizational growth; (2) the recognition of a “new” market or market opportunity; and (3) environmental changes (including increased competition, changes in customers and customer needs, the “globalization” of markets, among others).