Application of the Methodology for Change Management: The Case of a Canadian Multidisciplinary Design Firm

Abstract

The aim of this chapter is to present the application and testing of the methodology for change management in a Canadian multidisciplinary design firm. The objective of this firm was to move toward a platform-based and networked organizational structure. First, the conceptual framework proposed is used to identify the areas of transformation associated with the firm’s strategic objective. Second, the set of change analysis methods is employed to understand the existing organizational structure, what organizational changes occur because of the firm’s ongoing digital transformation, and to envision the future platform-based and networked organizational structure. To achieve this, Social Network Analysis (SNA) is the analysis method applied in this case study. This method aims at identifying, visualizing, and assessing organizational changes at the following three levels: ‘As-is’ state, which refers to the existing vertical and hierarchical organizational structure;‘Transition’ state, alias the emergent network for digital support and advice;‘To-be’ state, which is the envisioned platform-based and networked organizational structure. Lastly, a potential digital transformation strategy is developed in accordance with the information extracted from the SNA. The strategy proposed translates into two actions for organizational change: (1) Definition of a new organizational service in the form of a shared group for digital support and advice, and (2) Reconfiguration of the existing organizational structure according to a platform-based and networked model.