Organizational Behavior Mba University of Phoenix

Sean McBride
      Professor Kevin Koch
      Organizational Behavior
      March 16, 2010
      Change Strategy

Change Strategy
      “If nothing ever changed, there’d be no butterflies; a caterpillar would never cocoon, nor would a breakthrough ever occur.” (-Sherlock Holmes) Change has, and will always be met with some form of resistance. Because it is uncertain, it tends to lend itself to chance. In other words, it opens the door to equal opportunity for both positive and negative outcomes. The notion of change and chance is often viewed through distorted lens before probability is calculated.
      While this idea of change subconsciously creates anxiety among the people, it is the leaders job to add clarity by painting a picture of changes’ infinite success. Don Ruiz, Chief Executive Officer of Gene One, is undoubtedly a believer that change is necessary, often times for the better. After all, it is he who turned a $2 million dollar investment into a $400 million dollar company. Through advanced technology, Ruiz and his colleagues changed the way farmers grew tomatoes and consumers picked potatoes. One can safely assume that Ruiz equates change with growth and vise versa. Therefore, realizing that change was needed to “keep the pace of demand,” he understands he has to shift gears to accommodate Wall Street’s interests. Ruiz sets forth a concise strategy to develop and launch two new technologies to raise public interest in the company and to obtain a minimum of 40 percent revenue growth annually. Gene One must go public, “but the company needs IPO capitol for new development, advertisement, and marketing if it is to remain successful.” Ruiz insists that changes need to be made, but does not thoroughly explain how he plans to achieve this goal.
The leadership in Gene One begins to fold, not because of uncertainty of the change, but because there is no clear idea of how the change is supposed to be taking place. Ruiz lays out a strategy with great...