2026-09-20T04:57:37Zhttps://dspace.mit.edu/server/oai/requestoai:dspace.mit.edu:1721.1/907722022-01-28T15:04:06Zcom_1721.1_7582com_1721.1_7581col_1721.1_131023
Deborah Nightingale and Leigh Hafrey.
Harris Robert J., Jr. (Robert Jerrell)
Leaders for Global Operations Program.
Leaders for Global Operations Program at MIT
Massachusetts Institute of Technology. Department of Aeronautics and Astronautics
Sloan School of Management
2014-10-08T15:28:11Z
2014-10-08T15:28:11Z
2014
2014
http://hdl.handle.net/1721.1/90772
891395766
Thesis: M.B.A., Massachusetts Institute of Technology, Sloan School of Management, 2014. In conjunction with the Leaders for Global Operations Program at MIT.
Thesis: S.M., Massachusetts Institute of Technology, Department of Aeronautics and Astronautics, 2014. In conjunction with the Leaders for Global Operations Program at MIT.
32
Cataloged from PDF version of thesis.
Includes bibliographical references (pages 101-103).
There are several models for change available to modern organizations based on decades of research. This research tends to focus on broad changes, such as enterprise transformations. This thesis presents a model developed for changes of smaller scope. These smaller changes are typically localized to a specific process or department. The Tactical Change Model is derived from existing change management literature to address these localized change efforts. The phases of the model include: Name a Goal, Investigate the Current State, Develop and "Sell" a Future State, Plan to Get From Here to There, Enact the Plan, and Spread the Knowledge. A final phase, Reflection, is used throughout the change effort. This thesis presents two cases of change at the Aerospace Systems division of United Technologies Corporation. The first case is a change in how escalation in supply costs, or headwind, is forecasted. The goal in this case is a quick, top-down method for forecasting headwind to replace a time-intensive, bottom-up method. The second case is a change in the evaluation method of obsolescence risk mitigation options. This effort is intended to improve the evaluation of these options to develop a more holistic perspective. The Tactical Change Model is used in both of these cases and evaluated using a Three Lens Analysis. The analysis generates improvements to the Tactical Change Model, including explicitly accounting for the Three Lenses throughout the model; removing the Name a Goal phase; emphasizing frequency and structure in the Reflection phase; and allowing for feedback loops.
by Robert J. Harris, Jr.
M.B.A.
S.M.
103 pages
eng
Massachusetts Institute of Technology
M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.
http://dspace.mit.edu/handle/1721.1/7582
Sloan School of Management.
Aeronautics and Astronautics.
Leaders for Global Operations Program.
Localized change management in two cases : supply base cost escalation and obsolescence management
Localized change management in 2 cases : supply base cost escalation and obsolescence management
Supply base cost escalation and obsolescence management
Thesis
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