CONDITIONS FOR TRANSFORMATIVE CHANGE: As the 21st century advances, a huge number of organizations are fundamentally changing the way they operate and relate to their environments . Increasing global competition is forcing many organizations to downsize or consolidate and become more innovative, more efficient and versatile. Rapid changes in technologies render many structural practices obsolete, pushing companies to be constantly innovative and dynamic. Change is triggered by environmental and internal disruptions. Transformational change occurs in response to a minimum of 3 styles of disruptions: • Industry discontinuities: sudden changes in legal, political Associated technological, economic conditions, which shift the basis of competition at intervals of a trade • Life cycle changes Product: Changes in the product life cycle that require completely different business methods • Internal company dynamics: Changes in size, business portfolio strategy, or government revenue. These disruptions severely shake organizations and force them to question their business strategy and, consequently, their mission, values, structure, systems and procedures. The change aims at competitive advantage. Transformational change thinks with the choices that organizations create to improve their competitive performance. Activities that are unique, valuable, and difficult to imitate improve the organization's performance by establishing a competitive advantage over its rivals. The success of a competitive strategy depends on organizational responses that lead to unique, valuable, and difficult-to-imitate benefits. Transformational change assists organizations in developing these advantages and managing strategic change. The change is systemic and revolutionaryTransforma...... half of the document ...... ic management: formulation and implementation: artificially separates strategic thinking from operational thinking and from the action plan actions; ignores the contributions that planned change processes will make to implementation. In the ancient method, senior executives and strategic consulting workers prepared economic forecasts, competitive analyzes and market studies. They discuss these studies and rationally align the company's strengths and weaknesses with environmental opportunities and threats to define the organization's strategy. Then, implementation occurs when middle managers, supervisors, and staff learn about the new strategy through memos, restructuring announcements, changes in job responsibilities, or new division goals. REFERENCES: Horist.com. (2014). Y2K Trans Am WS6 by Michael Horist. [online] Retrieved from: http://www.horist.com/ [Accessed: March 26 2014].