Blackberry Inc Case Analysis

1454 Words6 Pages
In this argument, I will be assessing the need for a change within the corporation of the Black Berry, Inc. I will also project a strategic methodological change plan, to accomplish the vision of the corporation. Also, a strategic change process, through the implementation of a change plan that will align itself with the vision of the BlackBerry, Inc. An analysis, to the role of the change agent and barriers to change; such as a lack of time, and, the fear of change in employees to the resistance of organizational change will also be examined.
Assessing the need for a Change in the BlackBerry, Inc. Corporation. The BlackBerry, Inc. organization is in peril, losing its competitive advantage against the Apple, Inc. The organization is currently
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It is of equal importance to align the vision of the organization with the new change. Leppitt mentions that there are critical steps which should be undertaken to suffice sustenance between organizational change and its new vision. According to Leppitt these steps are, “understanding the context of the issue and its rectification” (Leppitt, 2006, pg. 223). The problems are identified and a clear mechanism is erected to direct the organization towards new objectives. Leppitt also mentions, “understanding the vision and strategy” the strategy must be understood by all employees; detailing why it is needed, and what it means in light of where the corporation is heading. Leppitte stated that, “the urgency for change must be communicated” (Leppitt, 2006, pg. 223). Employees should be made aware if a change is radical, and why these changes are so crucial to the development of the…show more content…
223). It is very important, to have all employees on board with a common objective to effectively achieve organizational goals. The direction of this change must be managed by John Chen, President of the BlackBerry, Inc. The corporation’s capabilities must be addressed in terms of human capital, management, technology, finance, and resources to undertake the new change. It is very important to institute a lifecycle into the strategic process: this means assessing on a periodical basis the accomplishment of the organization objectives. There must be corrective action towards hindrances, subsequent to periodical
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