Change and Transformation: Strategies and Solutions for Improving Organisational Performance

This report discusses change and transformation strategies for improving organisational performance. It provides solutions to overcome obstacles and challenges in implementing change management. It also includes an action plan for improving expansion activities in Australian and North American markets. The report covers Kurt Lewin's change management model and Kotter's change management model. It also discusses the McKinsey 7-S Model for effective change management.

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,
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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
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organisational change to frustration from earliest stages of conception and perception, through
implementation and finally, to resolution (Siegel, 2018).
Solutions
The changes can be implemented successfully by Mr Jacobs by utilising the following
aspects in change management.
 Preparing the organisation for change: It means that organisation is ready for change
only when it is culturally and logically prepared for understanding about the changes in
the processes, cultures, outer other aspects of the business. In this phase the managers are
required to help their employees to understand the need for changes and create awareness
about the problems that are the reason for making changes. This can be helpful and
implement the changes effectively without any resistance and discomfort of the
employees.
 Crafting vision and plan for change: The company manager should develop a realistic
plan that provides strategic goals, performance criteria, project stakeholders, teams and
the scope for making changes within the organisation. It must create awareness of the
possible challenges in making changes and avoiding them (Hughes, and et. al., 2019).
 Implementing the changes similar to the process of changing in Kurt Lewin's change
management. The managers must be indulged in empowering the people to implement
the changes through constant communications and alliances with the stakeholders of the
organisation.
 Enabling the changes within company culture and practices: This can be helpful to
make the changes permanent and create it as a regular activity within the organisation.
This helps to create daily criteria for working within the organisation for the employees
as well as the organisation.
 Reviewing progress and analysing results: It can be stated that reviewing the changes is
important for understanding its performance and analysing examining the overall results
(Mangundjaya, 2019). This is helpful to evaluate the performance of the change
management within the organisation and its efficiency at all levels.
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2. Response as MR Jacobs
2.1 Strategies to improve organisational performance that should be adopted by Mr. Jacobs
For improving the organisational performance and employee experience towards change Mr
Jacobs could implement Kotter's change management within the organisation. Kotter's change
management involves 8 stages that focus on improving the reaction of the employees towards the
changes. Mr Jacobs could utilise this theory for enhancing the experience of the employees with
the changes implemented within the organisation.
 Create a situation for urgency: Mr Jacobs should include the people from the middle
management and the supervisory levels to create better decisions and instil a sense of
urgency among the staff for making changes. This will lead to the involvement of
employees for making the changes effectively and efficiently.
 Building a guiding team: It is among the most crucial aspects of making changes within
the organisation because without proper guidance the changes cannot be implemented
successfully. Mr Jacobs should make guidance teams for ensuring the successful change
management within the organisation.
 Developing scopes and visions: Without the reasons for making changes and the plan for
reaching success the change management may become a failure. It is important that Mr
Jacobs should develop scopes, visions and missions for making the changes effective
within the organisation.
 Developing better communication: Mr Jacobs could enhance their communication
abilities for clearly communicating with the employees regarding the changes. With a
good ability of communication the managers could easily communicate with the
employees and people across the board.
 Empowerment actions: The management should empower their employees and staff
members by listening to their feedback, suggestions and perceptions for creating better
changes. By doing so, the employees can bring harmony within the work force and
eliminate the chances of employee rejection for the changes.
 Enhancing doesn’t give up attitude: Not giving up is very important to eliminate the
barriers and get a very high level up performance of the changes. By this the important
activities during the process of change could be continued easily and changes can be
implemented successfully.
4

 Creating short term victories: By creating short term victories the employee motivation
can be improved for adjusting to the changes. The focus of employees from the changes
can be diverted towards the victories they gain for acting upon those changes (Smith,
2019).
 Implementing transformation: It is one of the very important functions for solidifying
the changes within the organisation and fixing them in the organisational culture so that
employees could adapt to them with ease.
2.2 Expected obstacles/challenges and solutions to overcome challenges
There are mainly two challenges that are major causes of the other irrational situations,
related to the expansion and growth of the company and making changes for increasing
organisational efficiency with employee participation. The main challenges that are faced by Mr
Jacobs regarding the business performance are given below:
 Poor planning: The business plan for expanding into the new market is completely
dependent on the capabilities of Indian operations and their performance. The company
has witnessed low profits, poor work conditions, improper strategies and inadequate work
of employees due to the efficiency of management to handle different situations.
 Roles and responsibilities: As the Jobs International tries to expand their business the
workload of their employees’ increases and has led to problems in the existing business.
Due to the inefficiency of management, Jobs International is witnessing lower profits this
results in inadequacy of management to handle things properly.
 Communication problems: The Company’s vision and goals are a very important part
of developing and growing businesses (Trost, 2020). Mr Jacob understands that they are
struggling with their communication activities with the employees which are one of the
critical problems for reducing their employee performance.
 Lack of proper systems: The business requires accurate systems such as accounting and
financing for handling the business finance successfully. Without proper systems the
performance of the employees within the regime of Jobs International will be not at par.
 Organisational structure: The organisational structure that supported the growth of
organisation and performance of the employees has changed. It is because of the
5

changing organisational structure and management practices of the leaders that have
shown negative impacts on the employee performance.
 Outdated business practices: It is a very important factor responsible for the improper
performance of employees in the company and poor management across the business.
The main reason behind lacking control of manpower and lowering down of efficiency in
the Indian market is the outdated business practices of the managers.
Some of the solutions that can be helpful for Mr Jacobs to overcome these challenges are
given below. The McKinsey 7-S Model identifies seven components of an organization that must
work together for effective change management: Structure, Strategy, Staff, Style, Systems,
Shared Values, and Skills.
 Structure of Collaboration: The businesses are changing constantly and it is important
for the organisation to make shifts in their activities by getting latest knowledge and
support in the organisation. The best way to overcome the organisational challenges is by
working together and solving problems but collaborating with each other. The employees
and leaders need to enhance collaboration activities for increasing the overall
performance and contribute to organisational growth.
 Strategy for Focus: The Company should try to be focused at attaining a higher level of
profits and improving the employee performance for continued growth. Everything that
happens in the internal and external environment of the organisation is a year distraction.
Hence, it is important that the organisation should identify their goals, create plans
effectively and follow the path for achieving the success.
 Staff Engagement and participation: The staff and employees and leaders in Jobs
International must communicate with each other to ensure connectivity and coordination
among them (Chlopczyk, 2019).
 Style of Leadership: First and foremost aspect to take the organisation at the top is the
focus towards the top of the organisation to develop priorities, focus and vision for
achieving success. The leaders of Jobs International master make changes to their
leadership and their management activities for improving the employee performance at
the workplace and getting a high level of profits and growth of the employees.
6

 Systems for Communication: It is among the most important aspects to get a higher
level of performance of the organisation and support its employee performance. With the
help of better communication the employees and the leaders can be good at understanding
the perspectives of each other and implement changes accordingly so that they can work
with a high level of coordination.
 Shared Values and open-minded: The managers and leaders within the organisation are
expected to be open minded towards solutions, various approaches and new perspectives.
The company should try to bring new perspectives and approaches for creating a course
of growth in development of the opportunities for enhancing the performance of the
business.
 Skills: For improving their business performance successfully it is very important that
they ensure efficient skill development, training and knowledge growth of employees for
achieving their goals (Ungar ed., 2021).
3. Response to Managing Director of JI (India) with Action plan for
improving expansion activities in Australian and North American markets
3.1 Actions required and the reasons for those actions
No. What? Who? w/c w/c w/c w/c w/c w/c
1. International business
audit: It refers to
understanding, analysing or
examining the internal as well
as external business criteria
within the international
market and its opportunities
for growth. The international
business audit provides a
multifaceted and tailored
description of the products,
services, trends and overall
Manag
ers,
Expert
s and
Interna
tional
market
analyst
s
7

competition across the
international market. Jacobs
International can utilise
SWOT analysis and
PESTLE Analysis, to
identify and understand the
strengths, weaknesses,
growth areas, value
propositions, etc. of the
company in the international
market.
2. Competitive analysis: It
refers to the examination or
analysis of the competitors in
the international market. Jobs
International could do a
competitive analysis by using
Porter's five forces, and other
frameworks or tools for
understanding competition
into the external market
(Waddell, and et. al., 2019).
Marke
ters,
Manag
ers,
Leader
s
3. Marketing Analysis: It refers
to the plan of the organisation
for improving its coverage in
the international market. With
the help of 4Ps or 7Ps and
STP analysis the company
can develop its marketing
plan and understand the
customer behaviour, market
Marke
ting
execut
ives,
Sales
men,
etc.
8

investment, market size,
growth potential etc. in the
international market.
4. Localised organisational
structure: The Company
should focus on localising its
organisational structure that
supports its growth in the
international market. The
company should hire
International employees and
executives, legal regulatory,
local vendors, supply chain,
tax statuses and other aspects
to enhance organisational
performance.
Audito
rs,
Marke
t
expert,
Comp
any
Lawye
rs, etc.
5. Budget plan and feasibility:
With the help of sound
budget and effective
commitment mathematics,
this feasible organisation can
attain a good start of its
International expansion. Jobs
International should stretch
their International expansion
resources according to the
feasibility study and its
budget plan.
Accou
ntants,
Financ
ial
Expert
s.
9

3.2 Expected obstacles and Solutions to overcome them
The main challenges that are faced by Jobs International regarding the business expansion
are given below.
 Organisational structure: The organisational structure that supported the growth of
organisation in the South Asian market may not lead to success in the Australian and
North American markets. It is because the demographic conditions across Asian markets
and North American markets are completely different. In terms of the Indian continent
and Australian market, the density of population and people willing to work as employees
is a completely different scenario.
 Improper systems: The business requires accurate systems such as accounting and
financing for handling the business finance successfully (Schiller, and et. al., 2022).
Without proper systems the expansion in the newer markets across Australia and North
America would be very difficult for Jobs International to grow.
 Lack of Communications: The Company’s vision and goals are a very important part of
developing and expansion activities of businesses. For improving their business
expansion successfully it is very important that they ensure efficient communication
systems for achieving their goals.
 Lack of effective plans: The business plan for expanding into the new market is
completely dependent on the capabilities of Indian operations and their performance this
shows the improper planning of Jobs International for expanding internationally.
Some of the solutions that can be helpful for Jobs International to overcome these challenges
are given below.
 Collaboration: The businesses are changing constantly and it is important for the
organisation to make shifts in their activities by getting latest knowledge and support in
the organisation for international expansion.
 Leadership: First and foremost aspect to take the organisation at the top is the focus
towards developing priorities, focuses and vision for achieving success in international
markets. The leaders must be wise and understanding and have good leadership to
provide success to the organisation.
10

 Communication: The employees and leaders in Jobs International must communicate
with each other to ensure connectivity and coordination among them within the
international market (Ifenthaler and Egloffstein, 2020).
 Focus: Everything that happens in the internal and external environment of the
organisation is a year distraction. Hence, it is important that the organisation should
identify their goals, create plans effectively and follow the path for achieving the success
internationally.
CONCLUSION
It has been concluded from the above report that change and transformation of the business
is very important for improving the performance, growth and development of the organisation.
This report has been explaining about various methods and strategies such as Kurt-Lewin’s
Change management, and the challenges or obstacles in implementing change and
transformation. Moreover, it has also been demonstrating the methods for improving
organisational performance and various obstacles that may arise along with the solutions to
overcome them. In the end, it has been providing 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.
11

REFERENCES
Books and Journals
Buick, F., Blackman, D. and Johnson, S., 2018. Enabling middle managers as change agents:
Why organisational support needs to change. Australian Journal of Public
Administration, 77(2), pp.222-235.
Chlopczyk, J., 2019. Change and transformation in the storytelling organization. In Transforming
Organizations (pp. 21-34). Springer, Cham.
Hughes, R., and et. al., 2019. Managing Change in Organisations. In The Wellbeing Workout (pp.
89-92). Palgrave Macmillan, Cham.
Ifenthaler, D. and Egloffstein, M., 2020. Development and implementation of a maturity model
of digital transformation. TechTrends, 64(2). pp.302-309.
Mangundjaya, W.L., 2019. Leadership, empowerment, and trust on affective commitment to
change in state-owned organisations. International Journal of Public Sector
Performance Management, 5(1). pp.46-62.
Schiller, S., and et. al., 2022. “Making change by shared doing”: An examination of occupation
in processes of social transformation in five case studies. Scandinavian Journal of
Occupational Therapy. pp.1-14.
Siegel, M., 2018. Building resilient organisations: Proactive risk management in organisations
and their supply chains. Journal of Business Continuity & Emergency
Planning, 11(4)/ pp.373-384.
Smith, R., 2019. The ‘Police Change Manager’: Exploring a new leadership paradigm for
policing. International Journal of Police Science & Management, 21(3). pp.156-167.
Strode, D., and et. al., 2022. Tensions in Organisations Transforming to Agility. IEEE
Transactions on Engineering Management, pp.In-press.
Trost, A., 2020. Managing change and transformation. In Human Resources Strategies (pp. 329-
347). Springer, Cham.
Ungar, M. ed., 2021. Multisystemic resilience: Adaptation and transformation in contexts of
change. Oxford University Press, USA.
Waddell, D., and et. al., 2019. Organisational change: Development and transformation.
Cengage AU.
5. Bibliography (using the Harvard Reference System)
12

Appendix
1. SWOT analysis
o It refers to understanding, analysing or examining the internal as well as external
business criteria within the international market and its opportunities for growth.
o To identify and understand the strengths, weaknesses, growth areas, value
propositions, etc. of the company in the international market.
2. PESTLE Analysis
o PESTLE Analysis, to identify and understand the external environment of the
company in the international market.
3. McKinsey 7-S Framework
o The McKinsey 7-S Model identifies seven components of an organization that must
work together for effective change management: Structure, Strategy, Staff, Style,
Systems, Shared Values, and Skills.
4. Kotter’s 8 steps change model etc.
o Create a situation for urgency: This will lead to the involvement of employees for
making the changes effectively and efficiently.
o Building a guiding team: It is among the most crucial aspects of making changes
within the organisation because without proper guidance the changes cannot be
implemented successfully.
o Developing scopes and visions: Without the reasons for making changes and the
plan for reaching success the change management may become a failure.
o Developing better communication:
o With a good ability of communication the managers could easily communicate with
the employees and people across the board.
o Empowerment actions:
o By doing so, the employees can bring harmony within the work force and eliminate
the chances of employee rejection for the changes.
o Enhancing doesn’t give up attitude: Not giving up is very important to eliminate the
barriers and get a very high level up performance of the changes.
13

o Creating short term victories: By creating short term victories the employee
motivation can be improved for adjusting to the changes.
o Implementing transformation: It is one of the very important functions for
solidifying the changes within the organisation and fixing them in the organisational
culture so that employees could adapt to them with ease.
14