- The world we live and work in is changing all the time, globally and locally. Organizations have to be able to change too or risk becoming obsolete, but you also need to be able to avoid change simply for changes sake. Change should always benefit the organization and its employees. Strategy in an organizational sense, is basically just the decisions the organization takes in response to change. In this video, we'll discuss the organizational environment and strategic implementation, including a few methods you can use to respond to change, organizational change and the benefits to the organization, and the impact of change in an organization. Let's get started. One of the main reasons for change in an organization is that our organizational environment, or in other words, the modern world as a whole, is a pretty uncertain place. To be able to react effectively to change, you need to know exactly what in your environment is changing. There are at least three models you can use to do this. The VUCA matrix, which stands for volatility, uncertainty, complexity, and ambiguity. It gives you a quick and simple way to identify where the change is happening, and how urgently you need to respond. The PESTLE, or political, economic, sociological technological, legal, and environmental, highlights the different aspects of the world, and of course, your organization that can influence and impact the need for change. And SWOT, strengths, weaknesses, opportunities and threats. This is another simple tool you can use to analyze the context of the change. So how does change normally happen within an organization? Well, change normally cascades from senior decision-makers, down through the organization through a process called portfolio management. This process helps to make sure that everything the organization does is aligned with its key strategy to deal with change. Portfolios tend to be large-scale efforts made up of programs, which themselves are made up of a number of projects. The project's deliverables are the building blocks of the entire portfolio, and are used as part of the greater context of the portfolio to deal with change. Okay, so that's the general idea of how change management happens. To end off this video, let's talk a little about how project deliverables are able to do this in more detail. Projects create outputs, which are also sometimes called deliverables. These are the actual things, like products or services, that the project was designed to create. The outputs are then introduced into the organization through a process called a transition, which is often also called business change or transformation. Through transition, the outputs can start to deliver their intended, and sometimes unintended, outcomes. So, if the outcome was some kind of software, let's say to manage payroll more effectively, then the outcome is that payroll is managed more effectively. If the transition is successful and the outcomes and its outputs are embedded into the organization, it will start to deliver benefits. In our example, this might be time saved for the people dealing with payroll, and less problems with what might have been a glitchy system. That's it for this video. Dealing with change is an organizational effort as a whole. It's important that your organization is able to identify why a change is needed, and that they have the infrastructure through a robust portfolio program project system to deal with the constantly changing operational environments. Projects deliver outputs with outcomes that can create many benefits for the organizations, if they're transitioned and embedded properly.