Change in an organization is necessary. But, is it always necessary? If an organization is achieving its desired objectives, customers are satisfied and it is continuously attaining competitive advantage, is change really needed? On the other hand, if change is necessary and an organization is avoiding it and then try to change after a certain point of time, the order of the change would create enormous pressure on the employees. Is the organization right in doing so? Examples in the industries and researches say that change is compulsory. So, a path in between, i.e., change as and when required can be an option. This article deals with the same subject matter.

Organizations believe in the concept of `change or perish'. As it is necessary for the organizations to change in order to cope with the changing environment, to develop competitive advantage and increase existing and potential customer satisfaction leading to long-term sustainability and growth, it is important to address, `how to change'? If an organization adopts well-known `creative destruction' policy advocated by many researchers, there is a chance that they have to face painful overload of carrying out the change process, disturbance and interruption in smooth running of the organization and attrition, and ultimately perish even though they made an attempt to change. On the contrary, Professor Eric Abrahamson in 2004 gave a new model of `creative recombination', combining organization's people, structures, culture, processes, and networks which is available with them to achieve the goal of the change process. The model describes what, when and how this recombination technique can be used from the existing framework of the organization to change.

Meg Mitchell Moore in 2004, said, "Repetitive change syndrome: that sinking feeling afflicting your employees when you or other members of the executive team announce yet another audacious change initiative." Firms which initiate change are of two categories. First is the `change avoider', which does not change with the change in environment and is later compelled to adopt destructive change methods to sustain. Another is `changeaholics', which comes under repetitive change syndrome, which adopts the change processes which is more disruptive, expensive to pull off, and likely to fail.

Global CEO Magazine, Change Management, Creative Destruction Policy, Creative Recombination, Cisco Systems, Recombination Techniques, Changeaholics, Organizational DNA, Staffing Policies, Staff Leadership Traits, Culture Notions, Social Network Analysis, Organization's Culture.