Pinnacle West Capital Corp.’s Process-Oriented Culture

Process-Oriented Organization: Challenges

Addressing issues associated with information management implies handling numerous challenges in an organizational environment, and the case of Pinnacle West is a clear example of the specified phenomenon. For instance, with the shift of the focus from people to processes, the threat of mismanaging human resources will become possible. As a result of a possible deterioration in the quality of communication and a rise in the standards of quality, employees may become resistant to change (McCormack, Johnson, & Walker, 2016). The identified issue can be resolved by keeping corporate values consistent and providing staff members with the required amount of attention and support. As a result, the levels of loyalty among the employees of Pinnacle West will remain high, and resistance toward change will be avoided.

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Furthermore, employees may be unable to meet the set quality levels without appropriate training. Although Pinnacle West has the right to expect a certain amount of independence in professional development among its staff members, transferring to the next stage of development at once may become too difficult for the target audience (Raghu, 2015). Therefore, training courses and other opportunities for reaching the expected level of professional growth will have to be provided.

Requirements for Creating a Process-Oriented Culture in an Organization

The introduction of a process-oriented culture in the company will demand a better data management strategy. Even though the company can be seen as rather efficient currently, it will need to double its efforts in transferring and processing information to develop the level of competitiveness that will make it resilient in the global market. Thus, tools for promoting change and the gradual improvement within the company will have to be deployed. Specifically, iSixSigma too as the framework for change will need to be considered. The identified approach will allow institutionalizing change and creating a corporate culture based on the idea of unceasing improvement (Pyzdek & Keller, 2014). Also, staff members will have to be provided with clear guidelines that will help them perform according to the newly set standards and meet the quality requirements that will keep Pinnacle West’s customers satisfied.

Process-Oriented Culture: The Scope

To ensure the successful promotion of change, Pinnacle West will have to introduce the new culture of IT quality management at all levels of its functioning. The introduction of tools and devices for maintaining control over key organizational processes should also be seen as an important step toward instilling the philosophy of a process-oriented culture (Raghu, 2015). The specified control tools should not be seen by staff members as the means of restricting their decision-making or the signal of them underperforming. Thus, Pinnacle West will have to build the philosophy according to which each staff member is valued and provided with the opportunity to make choices on behalf of the organization’s needs in the context of the workplace (Raghu, 2015). Exerting control over the staff members’ actions, in turn, will need to be positioned as a crucial part of quality management. Therefore, process-oriented technology is only one part of a system of change that must be introduced at Pinnacle West.

Pinnacle West Case: Lessons Learned

An overview of Pinnacle West’s current situations shows that introducing organizational change requires managing not only technology-related issues but also possible concerns among staff members. Thus, to implement a massive alteration in the context of the organization, one will need to reinvent the entire corporate philosophy. As soon as organizational, ethical, and value-related concepts align with the proposed change, a firm is ready to alter its organizational processes.


McCormack, K. P., Johnson, W. C., & Walker, W. T. (2016). Supply chain networks and business process orientation: Advanced strategies and best practices. Chicago, IL: CRC Press.

Pyzdek T., & Keller, P. (2014). The Six Sigma handbook (4th ed.). New York, NY: McGraw-Hill Education.

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Raghu, T. S. (2015). Supply chain networks and business process orientation: Advanced strategies and best practices. Web.

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