PART II: – THE CHANGE ANALYSIS – IMAGES OF CHANGE

This part of the project is presenting to readers an analysis of the images of change found in the two companies – Royal Philips Electrical and BMW. A review of the said companies is made and comparison based on their change stories. The image of change possessed by any manager is determined by how best he/she is able to plan, direct and control the organization's resources (human, finances, materials/equipment and time) in the best possible way. Rodger Dean Duncan (2013), maintained that managers of change should be gardeners as he presented it in a sub-heading “ Be a Gardener, Go for Growth; A first tendency of many business people is to fix things. But successful leaders invest energy in growing rather than fixing. They know the organization is a living organism with many interrelated elements capable of extinction or growth. Successful leaders are gardeners, they create a nurturing environment and they cultivate with care.''
The above quotation has given us a clear picture of how managers of change should look like and what they need to do in order to keep the organizations in continuous growth.
Therefore, it is necessary to present a critical analysis of change images in organizations which may apply to any situation of management and not limited to any specific organization. 2.1 Review of the changes in each of the case study organizations: 2.1.1 Royal Philips Electronics Company:

1 Gerard Kleisterlee's turnaround program for Royal Philips Electronics is a high-stakes bet on a simple, catalytic idea: strategic conversations which he started with;
When Kleisterlee took the reins, he found a company that was rigidly divided into six business divisions, with little or no communication among them. "We had become an armada of independent companies that all acted independently," he says.

His first step was to define four key themes that would describe a technology future that Philips could win: display, storage, connectivity, and digital video processing. By definition, those themes crossed technology boundaries. Winning, Kleisterlee saw, would require new and fresh dialogs across the business divisions. "Those four themes are critically important in a converging, interconnected world," he says. "Whether your vision is of a PC, consumer-electronic, or telecom-centric world, it's all about capturing information, sorting it, transmitting it, and displaying it."

Kleisterlee's strategic conversations for each theme begin by gathering together everyone who has a contribution to make -- regardless of rank -- for a one-day summit. Attendees exchange views, debate scenarios, and, ultimately, agree on strategies and road maps for key projects. "These meetings result in very clear goals and much better cooperation between the different divisions," says Kleisterlee.

Sidebar: The New AI (Ambient Intelligence)

Philips president Gerard Kleisterlee's strategic conversations go right into the company's R&D labs, changing the practice of innovation. Right now, Philips' 8,000 R&D workers from all six business divisions are dispersed around Eindhoven in the Netherlands. By 2006, Kleisterlee aims to move them all to a single 1,873,900-square-foot high-tech campus in that city. The new buildings will be flexible, making it possible for "theme teams" to assemble and disband as the need arises.

Analysis of the Image(s) of change discovered in Royal Philips Electronics
Based on his theme for changing the organization from its former state, which he referred to as “Strategic conversation” shows that the major image portrayed by Gerard Kleisterlee is coach image which is backed by some percentages of Interpreter and Navigator images.
The key image of change established by Kleisterlee which is clearly seen in his ability to bring people from all departments together to participate in decision making ( setting the strategies and goals of the organization) . This gives the employees a sense of belongingness and also know where the organization is heading. He also break barriers that were existing among departments and individuals. He did not only stop there but also introduced another strategy he called “Backing the talk.”
He was making relentless efforts to persuade and try to convince employees of the need for change (Navigator image).
He also applied the side bar; the new AI(Ambient Intelligence) which he used to strengthen the change by providing meaning for the change in continuous convention (Interpreter image)
Kleisterlee knew that the employees have skill, values and knowledge that will help the organization grow which he explored through coaching, walking around and providing meaning for a better organization and sustainable change.
2.1.2 The BMW Company
Bangle says that he was humbled to have won the job, and no doubt he was. But his humility might in part have been a subtle ploy to win over BMW's senior designers -- possibly a gambit to lead them by first letting them lead him. At the same time, Bangle had to find a way to fend off the suffocating effects of what he calls the "Fe-stung [fortress] design culture" that permeated the FIZ. BMW is the antithesis of the boundless organization. Hierarchies and lines of authority are a real, even physical presence at BMW, especially so at its vaunted R&D center. Visitors are required to surrender their passports at the front desk; they must then walk through a labyrinth of corridors and electronically alarmed doors before gaining entry to the design studios. And no outsiders -- not even employees from other departments -- are allowed inside the center unaccompanied. When they are finally invited in, their entrance is accompanied by a loud, less-than-welcoming shouted greeting: "Outsiders!"

It was Bangle's responsibility to safeguard the creative process while simultaneously building bridges to the rest of the organization. His first step was to push his designers to take risks -- and to be prepared to defend the results. "Leaders dare to take you to where you don't want to go," he exclaims. "And that's true for a design department. People tend to work backward into their comfort zones, and they have to be prodded out of them."

Bangle also set out to build what he calls a dutzen culture: an open, informal place where people aren't afraid to say what they really think. "Chris expects people to disagree with him from time to time," explains Sabine Zemelka, head of material and color design. "We can all get pretty impassioned about the decision making, and there's a reason for it: We understand that good design comes from making the right choices."

Then there was the matter of working effectively with the engineers. Instead of attempting to conquer engineering -- to bend it to a design point of view -- Bangle half-jokingly says that he tried to co-opt it. He made his move in 1996, when he formed a project team that was led jointly by a designer and an engineer and was composed of members from both groups.

"Both the designers and the engineers learned that the key to a passionate BMW is a synthesis of engineering passion and design passion," says Bangle. "They saw that engineers do a better job when they work with designers, and designers do a better job when they work with engineers. You can't teach that. They had to learn it for themselves."

Rival Designs: My Colleague, My Competitor
If collaboration is a crucial piece of the design process at BMW, then so too is internal competition. Just as BMW's designers compete against Mercedes-Benz and Audi, they battle each other to create a winning car. Bangle typically assigns as many as six teams to develop concepts for a single new BMW. The competition can be intense, but it all plays to BMW's advantage. While the designers work out their visions for the next coupe or sedan, the company leverages all of their ideas.

"The key here is diversity. If our people all thought the same way, we wouldn't have a design culture; we'd just have mass opinion," explains Bangle. "That's why internal competition is a fundamental premise of this organization: It gives us this dynamic exchange of viewpoints. The outcome is far more powerful than what a single person could produce."

2.2Analysis of the Image(s) of change discovered in BMW Company Sue France (2012, p.11) maintained that “Leadership is primarily about people and relationships. You must have a honest understanding of who you are, what you know and what you can do.''
The words of Sue above provide an understanding of what change managers are expected of when executing their responsibilities. Understanding that their key responsibility is to provide the required work relationships is a step to achieving desired goals. When we read through the change story of Chris Bangle and BMW, this view of Sue can be seen into play. This is clearly manifested in his care taker image, in which he tried to established a culture called a “dutzen culture'', an open informed place where people aren't afraid to say what they really think. He encourages people to disagree with him from time to time. Bangle is committed to his vision and ensure that management procedures support innovation and creativity. He ensures coordination of communication and decision making. He established structures that enhance autonomy, control and monitoring of internal operations. Chris Bangle is also seen playing the role of a navigator image in his change management which is clearly spotted in his statement, “we can all get pretty impassioned about the decision making, and there's a reason for it. We understand that good design comes from making the right choices.''
He believe that change should not be and cannot be solidified or seen as a series of linear events within a given period of time, instead, it is viewed as a continuous process. He identified the range of options open to the organization, gathered information and keep monitoring it and provide adequate resources to achieve his goals. Bangle also shown in his management style some amount of coaching image which is conspicuous in his attempt to bring the designers and the engineers together as a team so they can learn from each other in order to produce the best designs of vehicles. “They saw the engineers do a better job when they work with designers, vice versa.'' said Bangle. He relies upon building a unique combination with the right set of values, skills that he thought to be the best to achieve the organization's goals. He re-grouped employees based on their skills, talents in order to produce better products. Bangle's respect and candid interaction with the employees and creating meaning for organization members, helping them to make sense of various organizational events and actions, revealed Bangle's interpreter image of managing change.

Bangle provided a great deal of management patterns in order to change the status of BMW through close interaction with the employees and creating a common ground for participation and ideas which led him to success.

Comparison of the two companies
| |Behaviors of the images |
|Image Type | |
| |Royal Philips Electronic |The BMW |
|Coach |Encouraging employees to contribute their |Restructuring employees from the different departments and divisions and |
| |skills, knowledge, ideas, and value. |provided his own project teams based on the capabilities, skill, values in |
| |Employees are encouraged to participate in |special ways. Built on them the right set values and skills to produce the best|
| |decision making process. |designs. Identifying skills and bringing such skills together for better |
| | |results. |
| | |“The key here is diversity. If our people all thought the same way, we wouldn't|
| | |have a design culture; we'd just have mass opinion," explains Bangle. "That's |
| | |why internal competition is a fundamental premise of this organization: It |
| | |gives us this dynamic exchange of viewpoints. The outcome is far more powerful |
| | |than what a single person could produce." |
|Navigator |Rally around the employees in trying to |The manager believes that change is a continuous process, with an array of |
| |build confidence in them feel as part of the|options open to the organization. He made all divisions to appreciate the |
| |organization, convincing them to see the |importance of working as a team. He brought together the designers and the |
| |need for working as a team. |engineers to work as a team which yielded success. His interacting power made |
| | |him succeed in changing the culture of employees seeing themselves as being |
| | |unique. |
|Interpreter |In strengthening the change, Kleisterlee |Creating meaning for the organization members |
| |applied the interpreter image by constantly |helping them to make sense of various organization events and actions. |
| |providing explanations in educating | |
| |employees on strategies, policies, and | |
| |procedures. | |

The BMW is more practical in its approach in exhibiting change images through it management patterns. This clearly manifested in its second-order change of restructuring the design and engineering departments and different groups into projects. New teams with a mixture of skills, talents were created and dispersed to different locations outside the organization to work on different projects. One common practice discovered from the two companies is the culture of breaking communication and interaction barriers they inherited from their predecessors In both organization, each division or department was working in isolation and was the first thing both of them attacked and settled. The coaching and navigator images are seen to be the predominant images that best facilitated the changes in both organizations. The reason being that organizations can only able to succeed in maintaining and sustaining a change if the views, talents, skills of employees are best utilized for the benefit of the organization. The role as a coach in achieving this is discovering such skills and making the best use of them. “To be a strategic leader is to let go of your preferences. It's about being willing to let go of what you personally want. Your job is to get the answer right- not to be right'' (Burnison, 2012).
For a manager to succeed in exploring employees skills and keep them loyal and committed to better performance needs persuasive and convincing strategies that will guarantee their job security and growth in the job. Not every employee trust management with their promises. Chris Bangle is mostly a navigator in executing his leadership responsibilities. He worked relentlessly right around the organization to all departments and divisions trying to change the culture of the organization from individualism to focus groups and project base direction. A great deal of his job was geared towards convincing employees to accept his vision as the best one that will help BMW to regain its lost glory.
To crown it all Cris Bangle succeeded in his strategies and placed BMW in a better ranking.
In summary, change management should not be seen as something automatic and consistent because there are a lot of internal and external factors serving as pressure to change in organizations. As it is stated by Janson Jennings (2012), “ Achieving and sustaining healthy growth is the biggest single challenge that every business will face during each day of its existence, because consistent growth simply isn't common, and profitable growth is even rarer.''

References:
Gray Burnison (2012). The Twelve Absolutes of Leadership. McGraw- Hill
Janson Jennings (2012). The Re-inventors: How Extraordinary Companies Pursue Radical Continuous Change: Sound view executive book summaries.
Rodger Dean Duncan (2013). Change-Friendly Leadership: How to transform Great Institutions into Great Performance: Sound view executive book summaries.
Sue France (2012). The Definitive Executive Assistant and Managerial Handbook: A Professional guide to leadership to all PAS, senior secretaries, office managers and executive assistants: Kogan page