CE2

x: product orientation ( we procude x,y) -------> resource orientation ( focus on core competences, focus on tools to build different things) 

y: Inactive orientation ( leave things how they are) ......> opportunity orientation ( propensity for pursuit of opportunity)  change thungs and take opportunities 

=> opportunity orientation & resource orinetation = High growth petential 

•  the way an organization changes its establishes routines 
• major or substantial change in org
• changes with revitalizing potential 
• a manifestation of corporate Entrepreneurship / Strategic enrepreneurship ! ( by transformung org. you allow entrepreneurial behaviour to emerge) 

• systems 
• structure 
• srategic direction
• policies and procedures
• people 
• culture

Sistems that works against it, no reward if find sth new but just do hte things you need to do 

• Misdirected reward and evaluation systems
• Oppressive control systems ( push for thingking out of the box ) 
• Inflexible budgeting systems ( money for prototype not there) 
• Overly rigid, formal planning systems

• Too many hierarchical levels
• Responsibility without authority ( so cannot decide alone) 
• Top-down management
• Restricted communication channels ( not allowed to talk to the boss)
• Lack of accountability for innovation (who does it) 

• Absence of innovative goals
• No formal strategy for entrepreneurship
• Lack of commitment from senior executives ( why too risky we dont do it) 
• No entrepreneurial role models ( CEO or OWner not entrepreneurial then the staff can not be) 

• Long, complex approval cycles
• Red-tape and documentation requirements
• Unrealistic performance criteria ( your IDea has to increase salex by 20 %, not realistic) 

• Fear of failure ( too uncertain) 
• Resistance to change ( affraid of new things, blorkoli) 
• Turf protection 
• Short-term orientation ( why change if i am only here 1 Year) 
• Inappropriate skills for managing entrepreneurial change ( dont have the skills) 

• Ill defined values
• conflicting with entrepreneurship 
• (its just how it works here) 

Management of change  ( all 3 Blocks are neede) 

• Necessity for change( no alternative, you MUST change) 
• capability to change ( you CAN change) 
• willingness for change ( xou WANT to change) 

Create a sense of urgency 

• creative destruction 
• urgency is not crisis (you need a medium level, not paniking but also they need to know that sth has to be done )
• call for immediat action, pressing need to do thungs differently, a belief that time is running out 
• There is someone out there right now figurung a superior way to do this, and we might be out of busneiss in 24 months

Build an adaptive organization

• shra the entrepreneurial vision
• increase opportunities for employees
• initiate change
• instill a disire to be innovative 
• change organizationals goal 

Create a sense of urgency 

• creative destruction 
• urgency is not crisis (you need a medium level, not paniking but also they need to know that sth has to be done )
• call for immediat action, pressing need to do thungs differently, a belief that time is running out 
• There is someone out there right now figurung a superior way to do this, and we might be out of busneiss in 24 months 

Build an adaptive organization

• shra the entrepreneurial vision
• increase opportunities for employees
• initiate change
• instill a disire to be innovative 
• change organizationals goal 

• Unfreeeze
• change
• freeze 

not radical change it brutaly with a hammer and destroy it, you should change step by step the fluid parts and freez it again, takes a wile. 

• Create awareness & sense of urgency
• Communicate and inform
• Keep employees involved
• Create motivation and acceptance

very important, not to quic an not too hard 

• transformationing & moving ( make sure you are in the change plan and get step by step 
• people learn and adapt
• monitoring ( if people are doing what they shoul) 

establish the new beforre change it later again

• rainforcing, stabilizing and solidifying new state 
• ensure people do not revert back ( the new should be accepted and not fall back to the old) 
• continous monitoring 
• positive rewards 

• No common communication basis
• No common problem awareness
• Lack of trust to the initiators
• Too many uncertainties
• Time dimension neglected (too early, too late, too fast

• there is no change wothour resistance ( dont want change to happen) 
• What is in for me? ( you msut show a individual benefit to motivate them) 
• alignment of interest necessary 
• Personal goal vs corporate goal ( should get toghether ) 

1. build up feeling of urgency 
2. set up a strong, leading coalition
3. create vision
4. share the vision
5. provide funds for the impementation of change
6. plan for short term success
7. consolidate improvements & orient to more change
8. Institutionalize the new approaches 

• research amrket & competitors 
• define crises, potentioa crises, and possibilities 

• establish a team with autority for change moanagement 
• encourage team work 

• create a vision that assist changes
• develop strategies for achieving this vision

• use any possible means of communication 
• create environment that support changes 

• overcome obstacles 
• encourage taking risks, initiatives and activities 

• plan for obvious improvements 
• encourage people to make these improvements 

• ise all possibilities for change of the systems, structures and policies 
• hire, encourage and train people who can realize the image 

• specify the links "new behaviour- organizational success"
• work out the means of development of leadership and success

- upside revenue potential , 
- achieve synergies/ leverage resources
- diversify portfolio / spread risk 
- protect competitive advantage/ form competition
- increase impact 
- brand advantages
- keep motivated employees on board / career options

 quality of products might decrease
- how to cope with growth? 
- sscarce resources / footprint
- risk in general 
- overdiversification (lose focus, get lost) 
- just do not want/ be happy like this 
- more stakeholders/ more potential for conflicts
- less flexible 

growth aspiration No / Respurce opportunity no: little growth

growth aspiration yes / Respurce opportunity no: constrained growth ( increase the reosurce opportunities: Experience, finance, externel experience) 

growth aspiration No / Respurce opportunity yes:unised potential 

growth aspiration yes / Respurce opportunity yes: actual growth 

Market present and product present : Market penetration

Market present and product new: product development 

market new and product present: market delevopment 

market new and product new: diversification

• growing fast: Young and large
• growing big over time: old and large
• not growing much but old: old and small 
• not growing and young, Small and ols 

“The processes through which a family uses and passes on an entrepreneurial mindset and family-influenced resources and capabilities to create new streams of economic, social and financial value across generations”