All organisations are faced with periods of evolution and revolution. As they prepare for a period of change, there will undoubtedly be immense upheaval. Within this environment of ‘chaos,’ it is important to examine the concerns of individuals and to constantly evaluate the effects of the changes. For this to happen, ‘organisational diagnosis’ should become an ongoing part of development. Analysing the results of the diagnosis provides the raw materials for a change strategy. Changes are then made and their impact is measured and evaluated. These changes can then be fine-tuned.
Tom Peters has written widely about the processes of change. Much of his work centres on how patterns change over time. In a recent paper, he pointed out that many developments, such as re-engineering, are based upon perpetual revolution and re-invention. This emphasises that change is a cyclical process in which organisations
R Griggs & Company Limited
The Dr Martens Air Cushion Sole was developed in post-war Munich for orthopaedic shoes by Dr Klaus Maertens. With his partner, Dr Herbert Funck, they patented the soles which became the top sellers in the comfort shoe market in Germany. In 1959, they decided to find a company to produce their soles for other countries. They selected a company in the village of Wollaston in Northamptonshire – R Griggs & Company Limited
Griggs, founded at the turn of the century, was already a manufacturer of the army and work-wear boots with a bias towards comfort. It began to make footwear with the Dr. Martens sole, which it branded AirWair and the Group’s success in selling the shoes led the partners to license Griggs to make the sole for the rest of the world. Today, Dr. Martens is one of the world’s best known brands and is manufactured and sold to distributors in over 70 countries. The Group employs over 3,000 staff working from in excess of 40 manufacturing sites.