This study explored how managers implement complex strategic changes with multiple, often conflicting, influences and initiatives. A large, regional operating division of a French electrical utility was implementing a top-down, enterprise-wide digital transformation and developing broad agile capabilities in a participative way. Conclusions from the 18-month collaborative research effort suggest that three change activities made pragmatic and theoretically insightful contributions. First, diagnosis – a process not integrated in theories of strategic change and adaptation – served as a powerful source of tailored solutions that orchestrated diverse change activities. Second, the organization's existing culture and identity – typically considered a target of or constraint to change – became an important source of change congruence. Third, managers collectively leveraged and re-framed hierarchical authority in leading the change. Exercising authority in traditional ways kept emerging changes safe. Reframing authority as the power to convene conversations helped to focus expertise on key issues.

中文翻译：

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在复杂的战略变革中驾驭冲突的影响：诊断、一致性和领导力的贡献

本研究探讨了管理人员如何通过多种往往相互冲突的影响和举措来实施复杂的战略变革。法国一家电力公司的一个大型区域运营部门正在实施自上而下的企业范围数字化转型，并以参与的方式开发广泛的敏捷能力。为期 18 个月的合作研究工作得出的结论表明，三项变革活动做出了务实和理论上富有洞察力的贡献。首先，诊断 - 一个未整合到战略变革和适应理论中的过程 - 是协调各种变革活动的量身定制解决方案的强大来源。其次，组织现有的文化和身份——通常被认为是变革的目标或约束——成为变革一致性的重要来源。第三，管理人员集体利用并重新构建了领导变革的等级权力。以传统方式行使权力可以确保新出现的变化安全。将权威重新定义为召集对话的权力有助于将专业知识集中在关键问题上。