Research On Organizational Inertia Management In The Process Of C Company’s Transformation And Upgrading

Nowadays,with the stable development of social economy,and against the backdrop of the uncertain market environment and increasingly fierce market competition,the complex seasoning industry is facing enormous challenges in terms of brand,marketing,technology,supply chain,production,and other aspects."additives-free","calorie-free","fat-free","fragrance-free" and other condiment products are more popular with consumers,which has forced the condiment industry to transform and upgrade to "healthy" condiment products.In addition,in recent years,the cost of raw materials has gradually increased,and optimizing the supply chain and lean production has become a basic consensus in the seasoning industry.Without cost advantage,the market competitive advantage will be lost.This has forced the seasoning industry to constantly overcome organizational inertia,create supply chain competitiveness,and achieve transformation and upgrading.Transformation and upgrading are the source for enterprises to survive and continuously create core competitive advantages.More enterprises have realized that in the face of increasingly dynamic and uncertain market environments,whether they can have rapid learning and responsiveness to forge their core competitive advantages has become the key to their survival and development.This thesis takes the seasoning company C,which is controlled by the world’s top 500 companies,as an example to deeply analyze the strategic and operational status of company C,as well as the three stages of transformation and upgrading.Through interviews with senior executives and key positions of company C as a member of the management team,I deeply study the organizational inertia management in the transformation and upgrading process of company C,and analyze the current problems that affect the realization of the strategic objectives of company C’s transformation and upgrading,One is that the organization of Company C lacks learning ability,the other is that some of its mechanisms are outdated and lack innovation,and the third is that the organizational structure of Company C lacks flexibility.One of the reasons for the above problems is that various departments have a fixed mindset,are accustomed to the original working methods,and are unable to overcome their own inertia to accept new things.Second,Company C has developed rapidly in the past three years,but it has not realized that mechanism innovation can assist its faster development.Third,organizational members remain in the original organizational structure type,making it difficult to adapt to the impact of changes in organizational structure on their original work practices.Based on the analysis of the existing problems and causes,this thesis designs a plan for organizational inertia management of Company C,builds a learning organization,building innovative mechanisms,and flexible organizational structure,and proposes safeguards for the implementation of organizational inertia management to help achieve the strategic objectives of transformation and upgrading of Company C.Based on dual learning theory,organizational learning theory,dynamic capability theory,and organizational forgetting theory,this thesis explores the positive impact of organizational inertia management on the transformation and upgrading of C company.Through research,it is found that the realization of the strategic goals of transformation and upgrading of Company C requires creating a learning organization,building innovative mechanisms,ensuring the flexibility of the organizational structure,and forgetting past successful experiences to quickly adapt to market changes.At the same time,this study also provides important reference for similar seasoning companies to effectively manage organizational inertia in the process of enterprise transformation and upgrading.