Organizational Change Scheme Design Of H Company Based On Organizational Agility

In recent years,the Sino-US trade war,the global economic slowdown,high inflation,geopolitical conflicts,the rise of cross-border e-commerce,and the substitution of high-tech products have all made the external environment of H company full of variability,uncertainty,complexity and ambiguity,which poses a major challenge to its future development.H company has benefited from the OEM model for a long time in the past,and gradually formed a path dependence.Its organization is rigid and inefficient,and it is out of touch with the market.However,its members have not yet realized the seriousness of the problem,nor have they paid full attention to it,and lack the willingness and methods of organizational change.This paper uses literature research method,questionnaire survey method,interview survey method and other research methods to investigate H company based on organizational agility from three dimensions : strategic decision agility,perceived agility and executive agility.It comprehensively grasps the deep-seated problems of H company in organization,including the lack of clear business philosophy;lack of flexible strategy;the ideological rigidity of the members of the organization;lack of flexible and efficient organizational structure;lack of effective systems and processes;lack of key skills for future development;lack of sufficient high-quality key position talents;the management mode can not adapt to the future development of the company.On the basis of in-depth analysis of the above problems,this paper,guided by the theories of contingency management,learning organization and core competence,establishes the objectives,principles and organizational change plan of H company ’s organizational change.The main content of the plan is to divide H company into several functional departments and two independent accounting and self-financing divisions according to the new business philosophy and strategy of H company.By promoting the reform of organizational personnel,carrying out the construction of institutional processes,key skills,the allocation of high-quality key positions and the adjustment of management methods,the organizational agility can be improved.In order to implement the above scheme,this paper puts forward relevant safeguard measures under the guidance of Cote ’s eight-step model theory.In short,this paper combines the relevant contingency factors to carry out horizontal and vertical professional division of labor within the organization of H company according to local conditions,sets up appropriate levels,management ranges,and centralized and decentralized rules,and uses the functional structure to establish internal order and improve organizational efficiency.Through the establishment of divisions and organizational structure fission to control the size of the organization,shorten the chain of command,enhance the flexibility and efficiency of the organizational structure,break the internal and external boundaries of the organization with information technology,project working groups,internal and external communication mechanisms,and foreign investment cooperation,and achieve close cooperation between horizontal departments within the organization and with external partners and customers.Give the organization the soul and use it as the driving force for the organization to move forward,carry out personnel reform,system process and skill construction,high-quality key position talent allocation and management mode adjustment,and give full play to the enthusiasm and creativity of the " people " in the organization;from the three dimensions of strategic decision-making,perception and execution,H company ’s organizational agility is improved,so that H company can always anchor customer value,acutely perceive and quickly respond to customer needs,and promote its own efficient self-iteration,thus achieving sustainable and healthy development.