In the dynamic landscape of not-for-profit organizations across Australia, New Zealand, and the South Pacific, strategic change is often essential for sustainability and growth. A recent study by Warwick Business School [CLICK HERE TO READ] highlights the pivotal role middle managers play in facilitating these changes, especially when leadership visions clash.
The study, led by Innan Sasaki, examined a long-standing Japanese family firm, Funabashiya, known for its traditional craft production of arrowroot cake. When the CEO's son took over, he aimed to modernize and diversify the company's production methods, clashing with his father's commitment to tradition. This conflict is a common scenario in many organizations where innovation meets resistance from established practices.
Middle managers at Funabashiya played a crucial role in bridging this gap. Initially resistant to change, they gradually adopted a dual approach that respected the company's heritage while embracing new technologies and processes. This strategy allowed them to mediate between the old and new, ensuring that the organization could innovate without losing its core identity.
For not-for-profit leaders, this case study underscores the importance of empowering middle managers. These individuals are often closer to the operational realities and can provide valuable insights into how strategic changes can be implemented effectively. By involving middle managers in the decision-making process, organizations can foster a more inclusive environment where change is seen as a collaborative effort rather than a top-down mandate.
Moreover, the study suggests that middle managers can help mitigate resistance to change by reframing it as an opportunity to preserve the best of the past while adopting new methods. This approach not only eases the transition but also builds a culture of continuous improvement and adaptability.
In conclusion, not-for-profit organizations can learn from Funabashiya's experience by recognizing and leveraging the strategic role of middle managers. By doing so, they can navigate the complexities of change more effectively, ensuring long-term resilience and success.