Organizational Development and Change for Ricoh Company
Abstract
Change is a healthy and essential component of any institution. No matter how successful it might sound to be, there is always something that it could be doing better, whether it is enhancing a product, personalizing a process, or providing more active service. And this kind of attitude progressively looking to advance is a positive one. Establishments that rest on their successes always end up lagging and their fierce competitors. Moreover, change can be somehow involved. No matter how significant or insignificant it is to the reform, you will experience barriers along the course. For an extended period, organizations have worked with various customers on process change, and quite often, the same challenges and issues keep emerging. The paper focuses on the Ricoh Group of Companies on how they managed to get over these changes.
Table of Contents
a….. Why Change is Necessary for Organizations. 4
d…. Relevancy of Organizational Change. 8
Organization of Ricoh Electronics. 9
a….. Business formation and incorporation. 10
b…. Development of highly successful organization. 11
ODC Event at Ricoh Company. 12
a….. Ricoh’s Response to COVID-19. 16
b…. Contribution to support the recovery of COVID-19. 17
c….. Ricoh’s Competitive Edge. 17
Introduction
Change is inevitable, a thread woven into the fabric of our individual and professional lives. Change happens within our realm and beyond in local and global events, in the physical setting, in the manner institutions are organized and carry out their business, in socioeconomic and political challenges and solutions, and in social standards and values. As the universe becomes more compound and progressively interconnected, changes apparently far away impacts us. Therefore, change may at times seem to happen regularly and randomly. We are gradually becoming conscious of how interrelated we are to one another and to our universe. Organizations should also be aware of their holistic state and the ways their staff influence one another. The unbelievable amount of transformation has compelled individuals and establishments to see the wider scope and to be conscious of how events influence them and vice versa.
a. Why Change is Necessary in Organizations
Many scientists and intellectuals talk about the significance of organizational change in various ways. Some observe that it is necessary for fruitful business and sustainability, some observe that change can provide a competitive advantage in this period of stiff competitions, and some also state that changes are needed for survival.
The term organization is a very wide phrase and can be defined in various ways. Conventionally, an organization is deliberately developed social unit that comprises of a group or team of individuals that work collaboratively for the wellbeing of an organization on a progressive basis to accomplish the organizational objectives and targets. For instance, the production and service industries are organizations, and thus are hospitals, schools, volunteer organizations and start-ups among others
Organizations can be situated in private or public sector, they can be led by unions or not, they can be publicly operated, or they can be individually held. If they are publicly operated then the top executives essentially are liable to a board of governors, which may or may not have an active participation on it, how the organization is man0aged. The executives themselves may or may not be shareholders in the company. In the organization is privately managed, it may be operated by the proprietors or the executives will be answerable to the owners. Companies can also work in the profit or non-profit segment.
Petch (2018) defines organizations as an amalgamation of people, individuals and factions trying to influence others to accomplish a specific goals or objectives and having well-structured boundaries and restrictions. Therefore, organizations can be considered as a group of individuals, or social units that are organized, goal-oriented and to work for a common objective by sharing and harmonizing their expertise, services, knowledge and activities.
b. Understanding Change
The phrase change is understood accordingly normally. A concise description of change according to oxford dictionary is to become distinct or different or alteration of something by adding some significance to it, or shifting to a different thing. The transformation is often structured and there are some reactions against transformation. The receiver believes first that what has transformed and what have to be left out. Most scholars believe that respondents focus more on what have to be left out instead of what has to achieve since the giving up is more limit. Various forms of options are used or can be used to bring transformation in line with the nature and the setting. Changes are always embraced for the positive reasons and the main interest is often the results of the effort. Change can also be any measure or a set of measures having some guidelines to do something new or improve something. Changes often need devotion and guidelines. Change is not most of the time positive but there are various ways which reinforce the dedication to occur some forms of changes.
c. The Institutional Change
Organizational changes imply that the institutions are going through or have gone through transformation. It may determine their success journey or any form of failure or experience (Pasmore & Woodman 2017). The organizational change is a group of various measures that results changing in processes or directions that influence the manner in which institutions operate before. The necessity for organizational reform kicks off when institutional administration feels displeasure from the existing condition. Organizational reforms may be scheduled or unscheduled but in both circumstances the organizational changes are the most critical and at times become essential to address the reforms. Leadership planning and vison are equally critical.
The strategic changes are closely associated to the administration in which administration make thoughtful effort to make something work. Methodical approach and strong dedication are necessary is thoughtful transformation the most critical thing is that thoughtful changes are founded on the vision of leader and outlined objectives. Changes may influence the plans, assignments, or group within the institutions.
There are various types of changes in line with the state of the organization and its setting, some institutions implement small reforms while others may go an extra mile towards the institutional changes always considered as corporate changes which needs the transformations in a wider level and are complex to manage. There are three more stages of organizational transformations which institutions often embrace. These include refreezing, moving and unfreezing (Banutu-Gomez, & Banutu-Gomez 2016). Unfreezing is more concerned with changing perceptions and behavior of the staff and work environment. This is an essential kind of transformation since while undergoing through any form of reform it is vital to develop a necessity of change among all the members.
The leader’s obligation is as well essential in unfreezing since it needs a well-organized manner of executing the reform by controlling the attitudes and behavior of individuals working as a team. It also needs a high level of devotion of all the individuals to work collaboratively for a common goal. Moving is the next stage in which institutions top leadership classifies, organize, and execute the suitable techniques. In this stage, a decision is made that either institution has to go for less or rigorous changes. The vision of the manager is also critical for scheduling and executing the techniques. All the techniques are defined in the moving stage. The subsequent phase to refreeze the reform situation in which the manager helps in strengthening the transformation so that it becomes incorporated into status quo. This is most vital to comprehend for the managers that how to freeze the reform since if refreezing is inadequate or not managed properly the transformation will be unsuccessful and the pre-reform behaviors will be continued. Refreezing often inspires the chances of more reforms.
The leadership abilities are also critical for institutional reforms because it is vital to address the opposition, misunderstanding, examination and devotion of management. There are some expected behaviors connected with the transformation phases and the accomplished leader often sees these reforms in success way and respond properly to get the members commitment. Change leader is often connected with the organized reform and fruitfully deals with the human feelings (Lewis 2019).
The organizational reform precisely, is a deliberate endeavor made by institutions leadership to take the company to the next level, comprising internal or external pressures for reform, social, technological and financial factors. Also, the dream of an institutional leadership and its creative ideas can as well be the primary reason for institutional change process.
d. Relevancy of Organizational Change
To enhance the internal and external operation the organizations need reforms and it is the requirement of the period (Weick, & Quinn 1999). An institution that does not embrace reforms cannot thrive well in the market (Rosenberg & Mosca 2011). Organizational changes offer various important benefits for instance, it enhances competitiveness, enhances economic performance, improves staff and consumer satisfaction and most critical is that it steers institution towards progressive enhancement and sustainability. These are institutional advantages and not every person in any institution can get prospects individually from these reforms but each person working in an institution, often have common objectives and vision and these reforms made the institution in general stronger.
The change process is complex and critical for institutions and can steer the institution towards a path of accomplishment. It can as well make them able to satisfy future needs and to compete favorably with other market entrants in a success manner (Pasmore & Woodman 2017). Pasmore & Woodman (2017) also notes that reform for institutions is important to deal with varieties and the intricate market circumstances. There are various factors that influence institution for reform and these factors may develop anticipations of enhanced competence and improved services, often external factors result to innovation. When institutional reforms are properly organized and conducted in an orderly manner it results to progressive enhancement and institutional innovation.
Organizational reform process should be controlled to keep institutions advancing toward institutional new dream and its outlines aims and goals (Anderson 2019). Today’s business tendencies are shifting quickly and swiftly in the world and the institutions that do not embrace reform cannot thrive. Now institutions are experiencing both internal and external forces heat that makes reform unavoidable. There is often a pressure on establishments to balance these factors. It also imperative for the establishment to control the needs and expectations of consumers, staffs and management; thus, there is often a necessity for reform to satisfy these expectations.
Apparently organizational changes are required for the business to stay on course. This is a period of stiff competition and ever advancing innovations and international tendencies. To respond to these reforms appropriately and to remain well-matched with them it is important for institutions to know, adopt and execute reforms. It is the necessity of the time, to become effective in business and get to the level of sustainability.
Organization of Ricoh Electronics
Ricoh is a mega Japanese multinational company dealing in electronics as well as IT services across the globe. With its headquarter at Ota City in Tokyo, the company has continued to expand its territorial business operations since its inception in 1936. Notably, the company has received a global recognition for its eminent growth, thus recording a revenue margin of approximately 2 trillion Japanese yens in 2018 (Ricoh, 2018). The company’s global recognition is attributed to its visionary top most management level that is entirely focused on the expansion of the company’s activities. Ricoh boasts of a large number of employees at 108,000 who are decentralized and well-placed in more than 200 countries worldwide (Ricoh, 2018). The success of the company in centrally located both in its expansion’s strategy and a rich slogan. With the ease at which the top management could roll out acquisitions as its best expansion strategies, the company has considerably recorded a higher growth in revenue streams. Moreover, Ricoh has continued to excel to greater heights due its memorable slogan “Imagine. Change” that constantly reminds the employees of their inspirations towards technological advancement (Ricoh, 2018). Consequently, the company has made a quite a huge gap in globalization of the market share, hyper-connectivity, and advancement of mobile IT services.
a. Business formation and incorporation
Imaging and Solutions, the main business of the Ricoh Group, has now taken a major turning point in relation to assessing its organization structure. They have strived to strengthen this segment for their business management by enhancing the performance of the MFPs and other groups of printers. For instance, they have enhanced their configuration with another network apparatus and minimized their environmental implication. Moreover, they are working hard on their solution services in different segments for instance, document management. Their clients are now putting more focus on use of services, (intangible assets) along with possession of products (concrete goods). The respond to this reform, the organization has capitalized on every development opportunity that is connected to traditional dealings for offices. Specifically, they have put more emphasis on new dealings, together with managed document services, video conference services, projection systems, and information technology services. By merging prevailing products and services with those that are modern, they are able put high value on good and services they provide to their clients. To accomplish this, they have capitalized fully on their strength, the strong relationship they have developed with their clients.
In the expansion of markets of developing nations, they organization is working hard to develop products that are distinct from those in developed markets. In these markets, Ricoh has established the domestic roles and costs that are likely and show this into their products, starting at the development phase. Moreover, the business makes locally practical sales systems to grow their business.
Currently, society needs that international organizations play a role not only as establishments that develop economic value but also as institutions that make impact towards addressing challenges confronting the world and its population. Moreover, factors affecting business activities are facing heightened change and growth in their set of effects. Now, not only corporations themselves, but also their business affiliates are being influenced. In order to appropriately respond to these reforms in the demands of consumers and society, the Ricoh company strategizes and executes management techniques that are founded on three primary components: environment, society, and economy. The businesses work both to advance the development of the Group and to develop a sustainable society.
b. Development of highly successful organization
The Ricoh company redesigned their business systems in order to develop an institution that can sustain enhanced business development while appropriately reacting to any transformations in the business setting. They have removed matching functions among their divisions and are assessing their distribution of workers. Moreover, they have conducted a complete evaluation of all business operations, and progressing structural change. To this far, the company is working towards the rationalization of sales processes and systems, energizing non-profit organizations, incorporating and removing manufacturing sites, enhancing concentration of purchase functions internationally, and exploring approaches of product development (Ricoh,2020).
ODC Event at Ricoh Company
The need for Ricoh Company to occasion a series of organizational development and change events was influenced by both external and internal factors. With the advancement of technology across the globe, the company’s change management was a major internal factor in determining its expansion strategy (Cox & Jantti, 2019). Whereas technology was a factor that impacted the entire electronics and IT industry, change management only impacted Ricoh’s business operations. Nonetheless, the onset of newer technologies also affected the cost structure, product offering, and value chain structure of Ricoh’s rivals such as Xerox, Konica Minolta, and Seiko Epson.
With its slogan pegged on imagining change, Ricoh’s top management considered technological advancement as an opportunity to expand its business operations through a variety of strategies. In fact, the managers perceived change management as a factor that would set the company at par with the newer technologies (Petch, 2018). As a way of responding positively to these factors, the company applied many changes in its management and leadership structure. Through transparent communication, for example, the top leadership notified workers about the reason for incorporating changes in product offering as well as its value chain structure (Petch, 2018). Moreover, there was a roll out of management and executive involvement across its branches globally in a bid to accustom it with decision-making process of business acquisitions. Further, the company involved a series of training and workshops where employees were instilled with market trends attached to technology-based product development. With the company undertaking almost two decades of ODC, the development changes effectively impacted the entire operations of the business (Petch, 2018). Scaling up of Ricoh’s value chain structure and application of product offering widened its market share.
Moreover, Ricoh launched new study from a sequence of international focus groups and reviews with C-suite managers and top information technology executives. The study that was certainly carried out with IDC, established that although organization are cognizant of the fact that they need to achieve more understanding into their information and document actions, they continue to have limited insight of the particular amount of resources committed in this region. This is highly credited to the lack of merging of both practical and unseen costs and split circulation costs across various sectors within the institution. Moreover, there is insufficient responsiveness among managers of the positive influence a document management technique could have on the organization, along with how much could be saved and general effect on the outcome.
Tapping the power of knowledge constituted in documents and processes as a key corporation asset is important because the manner in which institutions communicate and transact business is shifting at an alarming speed. Ricoh’s enhanced change to services, with a high concentration on MDS, will aid consumers to become more receptive to the frequent stream of information as they address the reforms in their organizations.
Ricoh knows that international personnel tendencies, new innovations and the economy are changing the manner in which their clients should face document management. It is now the major concern for CIOs to ensure their businesses are prepared to confront the challenges caused by these factors. Thus, the organization is making more investments to aid lead their consumers in the execution of safe information system solutions that will help them to become more alert, receptive and productive. Through their on-site and off-site customer care, they help their clients to remain focused on income-generation exercises, while optimizing workflows.
a. A General Style
Ricoh’s investment in the international MDS system is meant to support and enhance its practices method and innovations all over its international mark and help the organization accomplish a yearly MDS turnover target of $3.3 US dollars by FY 2020 (Nakano, 2020).
Investments will be focused on strengthening Ricoh’s core strengths and leadership involving:
Improving Ricoh’s adaptive consumer-oriented method, in which Ricoh collaborates with other organizations to support them accomplish their objectives. This method includes creation of Ricoh’s international reform management specialized services provision founded on Prosci’s ADKAR® transformation management practice, which is meant to support staff permanently transform costly document-associated behaviors. Moreover, Ricoh had internationally embraced the ITIL® services delivery outline, which is the highly exploited method to Information Technology services management. Additionally, Ricoh is enhancing the number of services teams specialized certified in the ADKAR® and ITIL® practices (Nakano, 2020).
Enhancing Ricoh’s complete, vender-agnostic method to information, structure and process management. This method enables Ricoh to manage an organization’s whole taskforce, irrespective of producer. This holistic technique will be further advanced as Ricoh speeds the distribution of a suite of cloud-type apparatuses for print and device control, development and decision support.
Widening Ricoh’s international MDS taskforce along with internationally normalizing its sales and services training. This is important in keeping an internationally constant style to services delivery, irrespective of where the consumer’s work stations are situated. Ricoh has one of the organization’s leading direct sales and services establishments, which presently comprise thirty-thousand services specialists.
Additionally, Ricoh’s MDS technique is an expansion and development of MPS, which addresses the three basic operations associated with the whole document management network input, quantity, and output. The organization’s MDS strives to rationalize key business processes by concentrating more on people, process, and innovation and advancement to develop a state of progressive enhancement.
Ricoh also strives to support institutions to effectively manage and control information for enhanced business results through an elastic, partnership-oriented technique. Services management is the basic foundation to regulate the print and document services plan, supported with professional consultancy and also confirmed project and reform management practices. Ricoh is well-known presently by both Gartner and IDC as a giant in the business.
Outcomes
As much as the company has increased its market share signifying an anticipated increase in growth earnings, Ricoh is now faced with a variety of negative events that might taint its reputation. With a large number of potential acquisitions through company’s retained earnings, Ricoh’s value of common stock might undervalue since it entirely focuses on external growth at the expense of performances (Petch, 2018). More so, the expansions of operations into different countries implied that the company’s organizational culture is subject to exploitation resulting from the completely different working environment in foreign nations (Petch, 2018). Apart from that, the company has experienced a larger market share in the electronics and IT industries as compared to its competitors like Xerox and Konica Minolta (Ricoh, 2018). Indeed, Ricoh Multi-corporation is entitled to a higher market valuation based on its 2.79 percentage increase in the market price of stock.
a. Ricoh’s Response to COVID-19
Ricoh corporation has pronounced itself on the present conditions of the Ricoh Group’s reaction to COVID-19 pandemic and continue coming up with appropriate decision based on the guidelines stated below.
The organization has already executed measures, and continue to come up with advanced measures, based on the business’ progressive approach to dangers of this kind, comprising:
- Safeguarding the welfare of their staff and their households as the key focus.
- Measuring the likely implication on the people by making rational decisions to support the containment and prevention of the condition.
- Taking every measure to progressively offer products and services necessary to their consumers.
- Taking every effort to sustain businesses in the affected regions.
- Preparing for a very deadly disease where daily business cannot keep on going as usual.
Ricoh defines the level of preparedness of a condition on an area-by-an area basis. This is done by strictly following Ricoh’s standard for preparedness levels, based on declarations presented by the Ministry of Health, WHO, and Labor and Welfare of Japan, and on the progress of any infection with the organization system. Moreover, a Ricoh Group Emergency Management Team was developed on January 28, 2020 (Ricoh, 2020).
All Group corporations have been directed to take measures based on the action plan that has been developed for the welfare of the organization staff and their households, and the progressive procurement of goods and services continuousness. The organization’s Emergency Management Team is keenly assessing the developing situation and coming up with policies accordingly based on the guidelines highlighted above.
The wellbeing of staff is the organization’s key priority and for that reason, they have taken appropriate measures to minimize the spread of the virus. For all Ricoh staff from each of the provinces are following the directives of their proper local government to ensures they are behaving sensibly and putting safety measures first.
b. Contribution to support the recovery of COVID-19
Ricoh Group has expressed its sincere compassion for the loss of life as a result of the epidemic of coronavirus and conveys its best wishes for the speedy recovery of those infected and all those that get themselves in precarious situation. So far, the organization has made a contribution of close to one hundred and sixteen million yen to be used for the recovery process in China.
To support the recovery process, the organization have given some contribution to support the recovery process in Hubei Province. Moreover, the company intends to contribute Multi-Function Printers and duplicators for the education sector along with junior and elementary learning institutions in China. The organization would also offer support and equipment to their production clients in Hubei Province. The organization convey good luck to all patients for the quick recovery and hope that the pandemic will come to an end soon.
c. Ricoh’s Competitive Edge
According to the latest report by IDC MarketScape, the organization is ranked as the leading company in high-speed inkjet, stating the corporation’s elaborate strength, comprising technological advancement, focus on consumer feedback and a comprehensive install base.
The organization’s business development plans with high prominence and strong status, as a strong accompaniment to a strong technology collection. Ricoh’s dedication to its clients’ accomplishment helped attain its international top position. Specialists observed that Ricoh’s progressive technological developments and huge investments in making sure that consumer reaction is a part of its R&D process as a key encouraging. Lately, this method has steered game-changing accomplishment for instance the high-quality RICOH Pro VC70000, which established Ricoh-original drying innovation and Extended Gamut Inks. These technologies work together to enhance ink restrictions for higher image resolution, drive down improvement times to aid meet SLAs and enhance throughput, and authorize printing on uncoated, inkjet-coated stocks, with priming, providing creative elasticity and reduced paper costs (Ricoh 2019). Progressive investment of more than $1 billion dollars yearly in R&D, these technologies in reaction to ideal-world pain points and consumer goals are the culture at Ricoh.
Increasing its direct mail and transactional roots, the organization’s development of the RICOH Pro VC70000 merges well with its growing software and services to allow the corporation to more vigorously target the business print and visuals space. Beyond its individual development in more varied departments, Ricoh is looking forward to support its consumers increase their contributions as well. The organization’s developed business enhancement plan strives to support its clients not only go after the current pages both toner and analog, but also to develop new applications as well.
Ricoh has developed permanent partnership, with a review, personalized method of execution that does not necessarily end with a sale. Its administration follows a high-touch strategy, thus as an organization need develop, Ricoh’s approaches of addressing develop, as well. The IDC MarketScape observed that the organization’s strategies to continue developing its business services to aid its consumers continues to develop incomes and page capacity long after execution as another core contributing element to the organization’s strong market place. These efforts accomplished business acknowledgement when Ricoh was declared “Company to Watch Out For” by organization thought managers and consumers present at the sixth yearly Inkjet meeting in 2018.
Ricoh’s consumers benefit from the profound knowledge of its committed manufacturer service group of managers, engineers and specialists. Dedicated Duty Managers aid to ensure the increase levels is never interfered with, thus clients receive the help they require, when they require it. Much more than just break-fix help, Ricoh’s group helps consumers with consulting and training services, along with SaaS contributions. Consultation and training service vary from technical color management, for example, to the back office, working quality, sales program and development among others, and thus consumers can enhance their business on various levels.
By understanding the market, their clients, and how-to communication forms the basis of their everything the organization undertakes. The knowledge and a readiness to share it, talk about it, and practice it to consumers’ special circumstances develops trust, particularly as they progress working collaboratively to drive continuing accomplishment long after the sale. Ricoh is on a mission of making sales into corporations and corporations into coalitions, which help steer mutual permanent benefit. Moreover, the organization helps its customers flourish, and they help the company to plan how they can enhance help that achievement, both now and in the coming days.
Forecasting
The ODC event at Ricoh would have faced potentially improbable results in case it happened during such a time when the whole world continues to battle with the prevalence of Covid-19. As a pandemic virus that has not only threatened the life of people but also suspended all the business activities of day, many external factors in the environment would have impacted the whole OCD differently (WTO, 2020). For example, with the suspension of human physical interactions, it would have been difficult for top management to initiate talks about business acquisitions when the whole world is practicing social distancing. Furthermore, with the ever-increasing number of patients day-by-day, the global economy glares at a looming financial crisis that might doubly reduce the valuation of global market (WTO, 2020). Therefore, such an economic factor would negatively affect Rico’s business operations, leading to reduced sales turnover. Consequently, Ricoh would have unavoidably recorded a slump in its value of publicly traded common stock just like other companies in the same industry. The reason is that there have been political and legal factors such the need to implement total lockdown that have affected the external business environment in many Asian cities.
In terms of operational preparedness, though the organization has not experienced direct effect of COVID-19, the company has taken measures for any outcome, comprising one where the workforce is directly affected. Ricoh has developed a Pandemic Planning and Response Group which constitutes the head of the Human Resource, IT manager, FD and MD. The ground is tasked with the responsibility of monitoring and the organization’s response to the pandemic and ensures that they are responding appropriately on behalf of their clients, workers and the larger society. Moreover, Ricoh has developed a steering committee which is meeting routinely through video conferencing to assess the organization’s operational needs and ensuring that the group is meeting the demands of their important services clients along with keeping personnel safe.
Additionally, Ricoh’s pandemic response program has clear measures which are being strictly followed. This encompasses, most employees remotely working and those required onsite and logistical essential service, being offered with protective equipment and working on a timetable basis to make sure that the social distancing rule is adhered to.
In terms of business continuity, Ricoh is well prepared for the employees working from home. Most of their workers are supplied with tablets, laptops, and can effectively virtually connected with their servers to ensure the running and supply of services whether they are working from the organization office or from another point. For the employees who cannot work virtually for a number of reasons, the organization has adopted measures that will ensure that each group can operate autonomously. Their primary objective is to ensure constant customer support through a number of ways including working virtually, supply of protective wear, strictly adhering to social distancing rule and other procedures deemed necessary.
As an ISO 27001 certified corporation, they have ensured that employee have access to customer details and information remains confidential all the time. Ricoh’s concentration on safety and business continuousness implies that the organization has already laid down procedures to handle virtual access and management of confidential information.
Lastly, in terms of travel and logistics, Ricoh is working in line with the government’s directives. All employees are now limited to working virtually unless they are involved in the support of essential service. Also, to ensure their continuity supply chain, the organization has adequate stock all over their outlets to manage and supply to their clients at normal standards of demand for a span of three months. Their local and international supply chains have put appropriate measures in place to aid reduce the effect on local supply chains and to ensure the continuousness of important supplies of consumables for their clients.
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