Strategic teams: the agents of change
| Published date | 02 December 2019 |
| Pages | 32-36 |
| DOI | https://doi.org/10.1108/SHR-07-2019-0060 |
| Date | 02 December 2019 |
| Author | Daniel Wolf,Brooke Felger |
| Subject Matter | HR & organizational behaviour,Employee behaviour |
Strategic teams: the agents of change
Daniel Wolf and Brooke Felger
Abstract
Purpose –The purpose of this paper is to examine the nature of change readiness and resolve as a
principalfeature of strategic teams. Change leadershipand management in the context of strategy,talent
and culture provide the organization with the capacity for navigating change at the process, category
and business levels. This paperprovides a practical look at the cultivation of strategic teams as agents
for makingchange strategy happen.
Design/methodology/approach –The authors have examined a series of variables that inform the
strategic agenda, talent blocks and beams,and the cultural agenda for organizations large and small.
They have built a general framework for mapping and engaging what serves as a strong mind-set of
changereadiness and resolve, along with specific team-buildingelements for learning and development.
Findings –Strategic teams that are part of the structure and culture of the organization serve as
development groundsfor change competence and capacity at the group and individual levels.Further,
because there are several types of strategic teams with diverse roles and functions, the change
readiness and resolvemechanics are subject to experimentationand adaptation. This results in a strong
mind-set for change leadership and management andthe ability to deploy effectively across a rangeof
situations,needs and challenges.
Originality/value –This work offers a practicalset of views on change and adaptive capacity, and the
developmentpathways that afford an organization the ongoing preparationof individuals and groups for
changes in process and policy, programs and categories and business models through the most
demandingtransformation journeys.
Keywords Change, Talent, Leadership, Strategy, Strategic teams
Paper type General review
Change readiness and resolve are important drivers of an organization’s strategic
agenda for growth, performance and adaptation. However, building that kind of
readiness and resolve requires a clear sense of purpose. The practical core of
change leadership and management can be described as building upon three key factors.
First, there must be a strategic agenda that frames the organization’s direction, integration
and execution pathways. Second,there must be a mature and deliberate approach to talent
acquisition, arrangement and assignment. And third, there must be a cultural agenda that
serves as the foundation for behavior and the expression of business intentions and
principles.
As organizations evolve, their systems, processes and resources must adapt to drive the
strategic work to be done. Sometimes, this evolution brings about very productive, focused
and responsive abilities. Sometimes, the journey encourages dynamic Learning and
Development that contributes to innovation. However, there are also times when the
evolutionary process gets muddled in bureaucracy, value stream disruption and business
model corrosion. Stakeholders care a lot about these matters because they share vested
interests and trustin the organization’s capacity forevolution. This ability to adapt in different
ways impacts valuecreation and capture in both economic and strategic terms(Figure 1).
Those responsible for connecting strategy, talent and culture are charged with the difficult
task of sorting out the best ways to engage people in change readiness, with resolute
Daniel Wolf is based at the
Department of Marketing,
Michigan State University,
East Lansing, Michigan,
USA. Brooke Felger is
based at the Department of
Healthcare Sciences and
Administration, University
of Michigan, Ann Arbor,
Michigan, USA.
PAGE 32 jSTRATEGIC HR REVIEW jVOL. 19 NO. 1 2020, pp. 32-36, ©EmeraldPublishing Limited, ISSN 1475-4398 DOI 10.1108/SHR-07-2019-0060
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