As an old adage says “Change is not a process for the impatient.” If an organization goes through transformation, it should be patient enough to tackle the practical application of the concepts involved the organizational transformation. It has to go through the process of transformation geared by a good transformational leadership.
Implementing transformation is not an option but essential to cope with ever-changing environment. The primary reasons why organizations need to undergo change include changes in the conditions of the environment that greatly affects the performance of the organization and the gaps or discrepancies between the quality of performance exhibited by various organizations that raise the issue of competition and the need to survive amidst this particular struggle (Wischnevsky , 2004 , pp . 1-2 ).
· Capability Focused: MegaChange is based upon assumptions of human and organizational capabilities rather than limitations.
· Transformation: MegaChange is not a mere transition, it is cultural transformation of your organization.
· Systemwide: MegaChange is not piecemeal, it is systemwide
· Concepts, actions, and tools: MegaChange is produced using and integrated set of concepts, actions, and tools, not just tools without concepts.
· Empowering: MegaChange affects everyone in the organization. It results in a joint optimization of organizational and individual performance, capability and satisfaction.
· Cultural: MegaChange results in in new and changed ways of thinking, acting, and cooperating.
· Theory for practice: MegaChange is not a theory or practice
· Reformation: MegaChange is not about restructuring or reengineering, it is about reformation. It reforms structural concepts, actions, and tools necessary for creating organizations that achieve extraordinary levels of productivity and satisfaction by engaging human capability rather than denying it (http://www.1000ventures.com/business_guide/crosscuttings/change_organizational_transformation.html).
Organizational transformation capability can be defined as ability to sense the need to align resources, culture, process, and technology to achieve new forms of competitiveness. It is firm capacity that contributes competitive advantage in dynamic business competition. The notion of organizational transformation capability derives from dynamic capability paradigm. Dynamic capability can be defined as the firm's ability to integrate, build, and reconfigure internal and external competences to address rapidly changing environment (Teece, Pisano and Shuen, 1997).
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