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The competitive threat of SaaS would also need to be kept in context as well, as SaaS has the limitations of a lack of security as it is entirely stored on the Internet, and also has the limitation of not being as easy to integrate with as licensed applications, which is where Cincom has attained all its growth.
Making the Transition from Interpreter to Coach
Of all the images discussed in Table 3.1 on page 51 of the text the one that most resonates with me is Coach. Identification with the Coach image is one that stresses collaboration and cooperation and the need to be continually developmental in focus. This approach to managing change equips organizations to meet the demands of a challenge, not ignore or fail in the face of the increased pressure the challenges contain. The Coach image also is one that supports the precepts of creating autonomy, mastery and purpose in employees so they can more resiliently manage in the face of uncertainty (Robinson, Goudy, 2009). These aspects of the Coach image are found in the developmental aspects of the role and the need for creating closer coordination across the organization through enhanced learning as a result. Finally the Coach image is one that seeks to maximize change effectiveness by concentrating on giving employees the opportunity to attain self-efficacy which is critical for employees to gain a sense...
SaaS is an approach to delivering software that is significantly redefining the economics of the software industry. Software can be purchased through OPEX, a big improvement over CAPEX. In addition, SaaS platforms can be launched in 30 days. For Cincom this competitive dynamic requires first an Interpreter strategy as defined by Table 3.1 on page 51 in the text. The competitive aspects of these strategies needs to be kept in perspective and interpreted in relative terms. Second, the Coach image as defined in Table 3.1 needs to be relied on for creating more effective approaches to capitalizing on change as a catalyst to improve, not a series of factors to be feared.
References
Hongwei He and Yehuda Baruch. 2009. Transforming organizational identity under institutional change. Journal of Organizational Change Management 22, no. 6, (November 1): 575-599.
Mueller, J. 2009. Maxims of Maximizing Organizational Change Effectiveness. The Business Review, Cambridge 14, no. 1, (December 1): 70-75.
Robinson, C. And K. Goudy. 2009. Leadership in These Challenging Times. Frontiers of Health Services Management 26, no. 2, (December 1): 21-26.
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