Change and Transformation: Strategies and Solutions for Improving Organisational Performance

Change and
Transformation

Table of Contents
INTRODUCTION...........................................................................................................................1
1. Consultant to Mr. Jacobs..............................................................................................................1
1.0 Strategies for improvement..............................................................................................1
1.2 Obstacles in implementing Change management and solutions to overcome.................2
2. Response as MR Jacobs...............................................................................................................4
2.1 Strategies to improve organisational performance that should be adopted by Mr. Jacobs4
2.2 Expected obstacles/challenges and solutions to overcome challenges.............................5
3. Response to Managing Director of JI (India) with Action plan for improving expansion
activities in Australian and North American markets......................................................................7
3.1 Actions required and the reasons for those actions..........................................................7
3.2 Expected obstacles and Solutions to overcome them.....................................................10
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12
Appendix..............................................................................................................................13

INTRODUCTION
Change and transformation of an organisation can be explained as a systematic approach or
a method for transforming or transitioning of the goals, processes, technologies or other aspects
of the organisation for improving the overall performance of the firm. The purpose of change and
transformation within the business is to improve the people to adapt new changes effectively and
control their activities accordingly for improving the overall organisational profits. Jobs
international (India) Ltd is based in New Delhi and it is a subsidiary of jobs international UK
limited. It was founded in the year 1998 as a consultancy and advisory firm for the people who
want to work in the UK and the organisations in the UK that are willing to hire people from
India. This report will explain about various methods and strategies that the consultant will
provide to Mr Jacobs, and the challenges or obstacles in implementing and societies to
implement that. It will also demonstrate the responses of Mr Jacobs for improving organisational
performance and various obstacles that may arise along with the solutions to overcome them. In
the end, it will provide a response to the managing director with an action plan for improving the
expansion activities of the organisation and the expected obstacles along with the solutions to
overcome them.
1. Consultant to Mr. Jacobs
1.0 Strategies for improvement
Mr Jacob could implement change management theories and models for improving the
performance of the organisation. Kurt Lewin's model for change is a three step model that entails
the perception for change and requirement for change to move towards a desired level of
behaviour, implementing that behaviour and finalising them into the business for regular
efficiency. They may utilise Kurt Lewin's change management model that is elaborated below.
 Unfreezing: It can be explained as the initial stage for creating a necessity for making
changes by melting the previous methods and procedures that exists in the organisation
(Buick, Blackman and Johnson, 2018). There are many people who register the change
and goals during the unfreezing stage and it can be eliminated by creating awareness of
the changes and its benefits to the organisation as well as its stakeholders. For the
purpose of unfreezing certain aspects of the organisation like the old behaviours,
1

processes, structures, cultures etc. must be returned and disconnected for making the new
changes. Under this stage it is expected that the managers should communicate with the
employees to prepare them for upcoming changes so they can adapt easily.
 Changing: This can be started as the transformation process or stage for making changes
by implementing them within the organisation (Strode, and et. al., 2022). During this
process the changes are created and new behaviours, processes and ways are adjusted for
the organisation for improving the transformation process. With the help of changing
activities the old processes are replaced by the new method, outdated technologies are
also replaced by new ones and the working process of people are also changed for
improving the overall efficiency at the workplace.
 Refreezing: It can be explained as making the changes permanent within the
organisation. The last step in Lewin's change management focus is on finalising the
changes and making those changes permanent within the organisation and creating a
habitual effect of those changes. These changes are refreezing and are made permanent in
the organisation such that it feels like the habitual activities that are the part of the
organisation. In the final stage this change can be helpful in implementing and executing
a well-supported process for improving the change.
1.2 Obstacles in implementing Change management and solutions to overcome
Obstacles
Organisation change and transformation can be explained as the series of steps taken by the
business to change or adjust their practices, objectives, culture, technology, infrastructure,
corporate hierarchy or other aspects of the business. The companies across the globe are
constantly evolving and adapting new changes for meeting a variety of challenges and it can be
said that Mr Jacobs should also implement certain changes and transformations for improving
their management activities. They must implement changes in every aspect of the business from
technology to people because of intensifying competition, changing behaviour of employees,
shifts in legislations and laws, or changing economic trends etc. The organisational change
initiative that was taken was completely unsuccessful because of improper planning, execution,
lack of coordination and inadequacy of change management skills that were applied for making
changes within the organisation. Change management refers to the process of guiding
2