`Making change happen` is an important challenge strategists face today. Not only do many of our organizations need change, whole industries and systems need to transform in order to survive and thrive in a connected society. In this study the complexity-based design approach of imagineering is presented and evaluated for its effectiveness in realizing organizational innovation in a sustainable way.
The method approaches organizational change as an emerging process of self-organization. By redesigning the business concept in the narrative mode a kind of bottom-up revitalizing process is effectuated which ignites the collective creativity of involved stakeholders in a strategically envisioned direction. Instead of focusing on changing behavior as conventional change-methods do, the method focuses on achieving a mind-shift in order to effectuate `transformation by inspiration`. The effectiveness of the method is evaluated predominantly through two cases which span a period of approximately ten years: the case of the city of Antwerp, and the case of the oldest Belgian retail-chain, Veritas.
Based on insights gained from this study, the author reflects on the implications of the imagineering design method on four fields of study: transformative organizing, strategic thinking, design thinking in management and management education.
Taal / Language : English
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