Change and Technology

Change and Technology

By Dr Nilsa Fleury, DeD, FPA-BM Director of Education

Preparing organizations for the process of change needs to be strategically planned to know where to go and how to get there. Technology has become a key to the organizations, in which performance, research and development, manufacturing, economic climate, marketing competition, and change of consumers’ needs is important factors to be focused on the future for its implementation. Strong (2007) wrote a “paradigm shift occurs when a dominant technology is replaced for something new” (p.49). Some examples of paradigms shift are laptops to multiuse PDAs, wired to wireless communication, Web1.0 to Web 2.0 applications, physical classrooms to virtual classrooms, and so forth.  Further, the internet is changing the world, and people work, shop, do business, and communicate virtually (Osland & Turner, 2011, p. m).

On the video, Canfield (2010) established the annual planning components and the strategic planning steps: 1) mission, 2) values, 3) scoreboard, 4) business environment, 5) goals, 6) strategies, 7) action plan, 8) plan implementations, and 9) plan monitoring considerations to make considerable changes in organizations.  Canfield (2010) considered two techniques to make changes: (a) the planning sessions (operation, strategic, and scenario); and (b) the skill to make improvements in company performance, decisions, behaviors, insights and ideas, and thinking. On the other hand, Chaudron (2008) on the YouTube video (part one) gave a great citation of the keys to successful organization change: framework and systems, assessment measurement, training and learning, and teamwork and consensus. On the part one of the video, Chaudron (2008) focused on framework and systems as a key ingredient to organization change, in which shapes the future, defining what business to do, re-engineering process, and incremental process improvement. Claudron (2008) also gave directions and advantages for the scenario planning.

Among the advantages Claudron (2008) suggested the exploration of interaction between social, economic, and competitive concerns, and provide indicators of what might happen so that organizations can drive. The core competences were the basis to start the strategic planning, in which mission, opportunities, goals, and vision is essential to build the scenario and implement the plan. On the part two of Claudron (2008) video, you could watch the assessment and measurement of the strategic plan using the balance scorecard: financial measures, customer measures, internal business operations, and human resource systems. The scorecard can address problems before they occur.

Next, Claudron (2008) presented the steps for implementation change as equation change, measurement, technique, control, focused persistence, resources, and consensus. Claudron (2008) showed three scenarios examples to give alternatives, and create opportunities to organization change: status-quo, companies diversifies into high tech, socio-economic order threatened, and socio-economic collapse. In a global world, technology has been the thermometer of the organizations to make changes and pursue of competitive advantage. The purpose of scenarios and strategic planning are an important support to make decisions and choices to prevent the future (Ralston, & Wilson, 2006). At least as important is to understand the organization process that involves employees in the scenarios approach and in its environment.


Canfield, J. (2010). Strategic Planning and Scenario Planning .Retrieved from http://www.

Chaudron, D. (2008). Overview of Strategic Planning [part 1video]. Retrieved from http://

Chaudron, D. (2008). Overview of Strategic Planning [part 2 video]. Retrieved from http://

Osland, J. S., & Turner, M. E. (2011). Individual and Organizational Learning. In a S. Yagan (Ed.). The organizational behavior reader (9th. ed.). Upper Saddle River: NJ: Person Education Inc., Prentice Hall.

Ralston, B., & Wilson, I. (2006). The scenario planning handbook: Developing strategies in uncertain times. Mason, OH: South-Western Cengage Learning.

Strong, B. (2007). Strategic planning technological change. Educause Quartely, 3, pp. 48-51.

The FPA-BM has as Director of Education Dr. Nilsa Fleury, Ed.D. Dr. Nilsa, is a consultant, university professor and information analyst. Dr. Nilsa graduated in Business Administration from FACE – UFMG, postgraduate in Industrial Economics – UFMG, Specialization in Information Systems by UNA – Cepederh. She holds a Master in Business Science and Doctorate in Education, concentration in Leadership at Nova Southeastern University. She worked as a consultant for the government and private sector in Brazil, USA and Canada. In addition, Dr. Nilsa taught business in some universities in Brazil. She teaches Business and Education courses for undergraduate and graduate courses in the USA.