A proactive approach to change
Chapters 1 and 2 have already introduced a wide range of dimensions and factors that can be incorporated within the corporate configurations model. However, the model is not yet complete. We still need to refine the axes used on both sides of the rainbow and we need to consider when and how companies will move around the model. These ideas are introduced in this chapter. When the high and low scales are properly incorporated on both
axes of themodel it becomes clear that there canbe considerable confusion caused if certain positions within the model are occupied by the corporate centre. However, it can sometimes be less clear precisely what action such a centre should take to move itself to a sustainable value-adding situation. It should also already be clear from the preceding chapters that any
group may need, or wish, to alter its current positioning within the model. This may be in response to a change in its external business environment, its own internal organisation, or simply to improve the effectiveness of its current corporate strategy. In this chapter, the general implications of such matters are consid-
ered. The simplest type of move is a repositioning within an existing corporate configuration; what we refer to as migrations within the model. Transitions across the model involving changing from one configuration to another are normally muchmore complicated, particularly if the organisation is trying to move dramatically around the model, rather than moving just across the boundary into the nextdoor configuration. The detailed, specific issues involved in moving just across the boundary to the next configuration in the model are
dealt with, for each configuration, in Chapters 4 to 7, which deal individually with the controls, scale, scope and creative configurations. The more complex transitions around the model are then considered in Chapter 8 in Part III of the book.