These days, about the only thing that doesn't change is the ubiquity of change. Companies in particular, are led to revise strategies which in turn fosters organisational change. Professor Ashok Som, ESSEC Business School (Paris), studies the dos and don'ts of organisational structuring in his recent book, Organization Redesign and Innovative HRM.

According to Som, it is a changing environment that drives strategic change. A fi rm that functions in an unchanging environment does not need to engage in revision. A changing environment on the other hand, forces change upon the fi rm. Among key environment changes that will force strategic change, are transformations in the market structure, advances in technology, changes in government policy, and novel competitive pressures. Som summarises the linkage between environment and strategic action as follows: 1) The higher the environmental turbulence, the greater the necessity to emplace redesign mechanisms and adopt innovative human resources management (HRM) practices; 2) the higher the environmental turbulence, the greater the necessity to align redesign mechanisms, with innovative HRM practices to cement the changes.