This chapter offered a discussion on organisational transformation with reference to the nature of organisational transformation the nexus of change and organisational transformation

This chapter offered a discussion on organisational transformation with reference to the nature of organisational transformation the nexus of change and organisational transformation; and an overview of organisational transformation. It is evident from the literature that owing to the dynamic environment, globalisation, cost reductions and competition, organisations have to embark on transformation to survive these challenges. The literature reveals that there is a clear differentiation between change and transformation. Change refers to an alteration in the organisation’s processes while organisational transformation refers to a change in the DNA of the organisation. The reasons offered for the failure of an organisational process are a lack of leadership, omission of team members in the entire process and in the acceptance and support from the team members towards the process of organisational transformation. An organisational transformation may have negative affects like stress, strain on emotional wellbeing and absenteeism of individual team members. These negative consequences will consequently impact the organisation. In order to reduce these negative consequences a well-planned and inclusive transformation plan and transformation map can be employed.

The subsequent sections addressed the reasons why an organisation may embark on an organisational transformation process. The reasons offered for transformation are a crisis, performance gap, technological advancement, reactions from the environment, to replicate what competitors have done, change in government policies and regulations and policies, and a declining demand for products and or services. Irrespective of the reasons, proper planning for the organisational transformation should be conducted. Transformation may take place in various areas in an organisation, for example the vision, strategy, structure and value beliefs. The adjustment of the organisational culture is the most challenging task to address. There are many obvious and known advantages and disadvantages associated with an organisational transformational process. One of the advantages of an organisational transformation is that it can uncover the hidden talents of team members, but one of the most prominent challenges to transformation is human resistance. To address the challenges an inclusive well planned organisational transformational plan and a transformation map can be employed to reduce or eliminate them. Instruments like the different models to transformation can be utilised to drive an organisational transformation process. The eight phase model revised by Kotter (2012) seems to be the most appropriate model to guide an organisational transformation process, because the model addresses all stages in the sequence.

The penultimate section of this chapter offered the reader an overview of problems, consequences and strategies that can be employed to address these problems. The most outstanding problem is a lack of an inclusive and effectively communicated vision that should drive the process of organisational transformation. The subsequent section addressed transformation at institutions of higher learning with reference to the functions of these higher learning institutions, factors that may cause a transformation of higher learning institutions, the types of transformations institutions of higher learning may embark on. The next chapter addresses the methodology employed to collect the data to address the research questions derived from the research problem.