Design and change are highly interchangeable when it concerns the daily processes of any organization, and the process can be elaborated by looking at the inherent methodologies that concern both these subjects. Change is continual; it does not stop, and business processes change the condition and equilibrium of a particular organization status in the market even to the slightest extent. Designing begets change, which upon further consideration can be stated like this: “Warranted change can only happen after a particular organizational design is consolidated, implemented and upgraded as time passes on.” In this article, we shall take an in-depth look at both of these phenomena and shall discuss in detail appropriate strategic management as well as change management.

Organizational design

Design is actually a step-by-step methodology whereby any accomplished business analyst can recognize and take stock about the certain dysfunctional elements within an organization like workflow, structure, system, and procedure, is redesigned and re-implemented so as to perfectly fit with the current goals of the organization in order to develop new strategies that can implement change in an appropriate and effective fashion. This initiation, deployment and developing new strategies often take place on the two key aspects of any business: technical and people.
Perfect strategy management would intrinsically link the two in a common thread resulting in an unparalleled success and prosperity for the business in question whilst also touching and improving every other aspect that has an effect on the well-being and state of the organization, including increased profitability, reduced costs, improved efficiency and cycle time amongst many other miscellaneous factors. The end goal of any business should, however, be to potentially increase the scope and growth of the business in question. In effect, businesses generally look to incorporate people to the individual sections of the core business processes, systems, and technology. This is a key concept of proper strategic management as without the workforce there wouldn’t be any chance to make the company work under any number of possible conditions whatsoever.
However, business designs are subjected to change on a much more frequent basis than anyone might presume under normal circumstances. As the status, scale and scope of a particular business grow over time, there are a plethora of challenges, which would have to be determined and resolved in an effective way so that the digression of the business is avoided under any possible circumstance. Amongst such a state of affairs, it would become extremely hard for any company to effectively make use of the basic tenets or steps that effectively teaches how to properly design the current state of the organization properly. This methodology is uniformly taught across all forms of business analyst course, and its steps have been enlisted below:

• Chartering the design process
• Assessing the current state of the business
• Designing the new organization
• Implementing the design effectively

Organizational change

On the other side of the spectrum, there is change management, which effectively takes stock about the state of the company from a wide variety of aspects and divisions, and manipulating them in some fashion or other in order to intrinsically favor the interests of the organization in question. For business analysts, this application and determination process might seem a little bit tricky, but the main cornerstone of any change management strategy is based on the intrinsic human nature includes the process and preparedness of human beings to adapt to the changes happening around them. Strategies can be developed either for the purpose or because of implementing a certain instance of change in the organization.
This organizational change is important for the interests of a particular business, especially in the long run. As such, such implementation of change often runs with a veritable target in achieving the most optimum state one may effectively get through the correct implementation of the change in the context of the organization itself.
Change management, in this particular case, is actually ideal for application, especially in a variable business environment, such as a response to a disaster level problem with respect to the state of the organization in question, or is actively brought about by a wrinkle happening in the environmental factors around the organization itself. Essentially, successful organizational change is not just a fluke incident, but it requires very advanced and complex understanding of management techniques and models, most of which are generally covered in business analyst courses. As many management experts will proclaim, a change in guard within the management of a particular company also invokes a significant amount and extent of change in and of itself.
Management studies often describe this phenomenon as being a state of transition between the current and future one, to which the state of the company is being directed effectively. It has been observed quite distinctly through many change management instances and studies that the aforementioned “transition” may take place if there happens to be any kind of shift both in the internal and external contexts of the organization in question. As such, change is always happening and continuing because every other aspect that might influence a particular business entity always are subjected to transformation in some shape or form.
Business analysts often debate and discuss about these factors that may influence a particular industry or organization; their job is to essentially understand the state of the market at large as well as the internal state of the organization in order to keep proper track of a change that is just beyond the horizon of occurrence, and develop an abstract design in order for the same business to effectively counter and adapt against.