Tesco Change Management: Analysis, Models, and Recommendations Report

This report provides an in-depth analysis of change management activities within Tesco, a British multinational groceries and general merchandise retailer. It identifies and analyzes organizational changes implemented in response to the COVID-19 pandemic, focusing on the shift from physical workplace to remote operations. The report explores various change management theories and models, including Kotter's 8-Step Model and Lewin's 3-Stage Model, to improve the effectiveness of change implementation. It evaluates Tesco's change management practices, highlighting both successes and areas for improvement, and concludes with recommendations for enhancing the organization's change management processes. The report also includes a reflective analysis using Gibbs' Reflective Cycle, providing insights into the personal experience of participating in the change management activity. Desklib provides this and many other solved assignments for students.

Component
Management Report
Managing Change

Table of Contents
INTRODUCTION...........................................................................................................................1
MAIN BODY...................................................................................................................................1
Identification and analysis of the changes at the organisational level....................................1
Change management theories and models to enable change to be more effectively enabled in
the future.................................................................................................................................5
Evaluate and Analyse.............................................................................................................8
CONCLUSION..............................................................................................................................10
RECOMMENDATION.................................................................................................................11
REFERENCES..............................................................................................................................12

INTRODUCTION
Change management can be explained as the process of managing and preparing for
dynamic situations by implementing new procedures, methods, ways and processes for
enhancing the performance at organisation levels. Change management is a very important part
for adapting to the dynamic situations and ensuring that the employees get compatible with the
new responsibilities, processes, plans and objectives for restoring the effectiveness and efficiency
of their performance at the workplace. The following report will discuss the change management
activities within Tesco. Tesco is a British multinational groceries and general merchandise
retailer that was established in the year 1919 and is headquartered in Welwyn Garden, London.
This report will describe the necessary organisation changes that took place within the
organisation and the areas where changes are required. For this purpose, it will demonstrate
about different models, concepts and theories that can be helpful for the process of change
implementation within the organisation. In the end it will cover discussion about the models that
are adopted by Tesco for effectively enabling the change in future. In the end, it consists of the
explanation of Kotter's change management and Lewin's 3 stage model of change for improving
the change management process of the organisation.
MAIN BODY
Identification and analysis of the changes at the organisational level
Change management refers to the process of managing the transitioning of the organisation
and its employees towards the changes implemented within the organisation such as new
processes, methods, plans, objectives etc. Due to the occurrence of Covid-19 global pandemic
the businesses needed to change their business strategies and organisational structures. For any
organisation it is very difficult to make changes in the business strategies and organisational
structure (Galli, 2018). Tesco has to implement significant change management strategies for
taking its business structure from physical workplace to remote work operations. Change
management is a very crucial process within an organisation to adapt to the dynamic situations
that affect the overall functioning of the organisation for staying competitive in the market.
Changes within an organisation are very important for handling the growth and development
activities of the organisation and improving its overall competitiveness (Barley and et.al., 2017).
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With the help of effective change management practices, models and theories and organisation
can transform itself and its employees from one phase to another phase by proper planning and
implementation of change management.
Figure 1: Change Management process
Due to the dynamic market variations such as rapid technological advancements,
globalisation, pandemic situations etc., Tesco is forced to implement changes. The main cause of
implementing change within the organisation is due to the shift of physical workplace to remote
work operations. The change management activities within Tesco have enhanced the ability of
the organisation for adapting to the current trends of the market. Tesco has focused on renovating
its ideas, processes, plans, methods, objectives etc. for enhancing organisational growth and
development activities. The changes in the organisation are related to improving the
organisational capabilities to handle the activities more leniently after the Covid-19 pandemic
which has led to the catastrophic effects. The company has developed stages for achieving
positive results for their change implementation and helping the employees to adjust those
changes. In my personal opinion I would say that an organisation is quite successful in making
changes effectively but there is always a scope for improvement. The company has focused on
identifying the skill gaps and loopholes within the activities of the organisation so that proper
action can be taken for implementing the changes (Light and Miskelly, 2015).
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Figure 2: Augmented Corporate Steering Wheel for Change
It is very important for a business to identify the changing trends of the customers and
dynamic situations in the market to adopt significantly. An organisation faces many dynamic
situations that keep on fluctuating and in order to maintain competitiveness, tackling these
dynamic situations is very important. For managing various dynamic situations within an
organisation the requirement for transitioning towards new methods, processes, ideas and
procedures becomes necessary. Change management helps to deploy these methods, procedures,
plans and ideas to transduce the organisation and its employees towards the change gradually
(Diao and et.al., 2021). As per the understanding, it could be said that Tesco has to adopt more
professional methods for making changes within the organisation by satisfying their drivers for
change in a positive manner and providing enough time and knowledge to the employees for
adopting the changes effectively and efficiently. The company is able to identify the critical
loopholes and skill gaps within the organisation that affects the overall organisational
performance.
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Figure 3: Reasons for Change
Gibbs Reflective Cycle
With the help of Gibbs reflective cycle a critical reflection of the learnings and
experience from the change management activities of the organisation can be provided. Gibbs
reflective cycle consists of five stages that are description, feelings, evaluation, conclusion and
action.
 Description: The change management activity in Tesco was related to the change of the
business strategy to shift the organisational culture from physical workplace to remote
work operations to tackle Covid-19 pandemic.
 Feelings: I felt that the activities of change management would be a dynamic experience
and I had a mixed feeling that the change process may be a success as well as a failure at
certain places. I was excited to take part in the change management activity because I
never had engaged in the strategic change management process.
 Evaluation: In my perception, the change management activity is a difficult task even in
the normal situations and it has become more difficult due to implementation of change
during remote operations.
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 Conclusion: It can be concluded that change management activity can be made effective
with critical brainstorming and strategic planning of the change process. With effective
change strategy the change can be implemented successfully within the organisation
(Dzwigol and et. al., 2019).
 Action: The use of various theories and Models can provide better scope for making
change management process more effective. Tesco can use certain theories and models
such as Kotter’s change Management, Lewin’s 3Stage Model etc. to prepare the
workplace to implement and adapt changes successfully.
Change management theories and models to enable change to be more effectively enabled in the
future
STAR Analysis
It is a strategic tool to interview and obtain situational and behavioural interview
questions. STAR analysis stands for situation, task, action and result which are presented in the
terms of change management process within the Tesco. Kotter's change management is among
one of the most common applied change management theories that consist of 8 stages that focus
on improving the change management activities within the organisation by simulating the
employees regarding change. STAR analysis based on the change management activities is
given.
Figure 4: STAR Analysis (Situation, Task, Action and Result)
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Situation:-
Situation of Urgency (Create): The management of Tesco could intensify the requirement
for change in the organisation by creating the situation of urgency. By including some of the
employee members in the decision making and change management activities the organisation
can create a sense of urgency among the other staff members for achieving the changes
effectively and efficiently.
Figure 5: Kotter's 8 Step Model
Task:-
Build guiding teams: The management at Tesco should identify the correct set of talents
to fulfil the loop holes. The guiding teams must be highly experienced and skilled to guide others
towards the change for improving their performance (Buschow and Suhr, 2022).
Figure 6: Kotter's Change Management
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Creating scopes and visions (Form): By creating new objectives, scopes and visions the
organisation can concentrate the focus of employees towards them. The management at Tesco
could focus on making innovations in their objectives, scopes and vision so that the focus of
employees can be concentrated on achieving the organisational goals and objectives in effective
and efficient ways.
Figure 7: Kotter's Change management
Communication activity (Enlist): It is very important that an organisation should
communicate its plans regarding the change along with the benefits of change for the employees
as well as the organisation (Zheng, Chen and Shang, 2019). By communicating with the
employees, Tesco can effectively align the organisational objectives with the goals of their
employees for effectively implementing the change.
Employment actions (Enable): Tesco has to privatise the achievement of changes by creating
effective performance of the employees through employment actions. The organisation should
create effective feedback from their staff members for evaluating the changes and encouraging
the employees for adopting those changes (Idris, See and Coughlan, 2018).
Adapting:-
Create short term wins (Generate): The short term victories are very helpful to maintain the
motivation level of the employees within the organisation. Tesco should encourage the good
work of employees and celebrate short run wins of the teams so that employees’ morale and
motivation can be improved. This will be helpful to increase the employee participation in the
change activities.
Don't give up attitude (Sustain): It is crucial that Tesco must improve the never give up
attitude in their employees by supporting them through the organisational changes. This can be
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done by providing adequate wages, employee engagement and their performance evaluation
during the process of change so that effectiveness and efficiency at all levels can be maintained.
Figure 8: Kotter's Change Management
Result:-
Implement Changes/Transformation within the organiosation (Institute): It is the last
stage of Kotter's change management; focus is on making the transformations permanent and
creating the changes. In this stage the company has developed the organisational culture for the
change and prepared its employees for making the changes
Evaluate and Analyse
Tesco is able to develop effective plans, procedures, methods, objectives etc. for increasing
the effectiveness and efficiency of the organisation. The organisation faces issues in context to
managing the employees for implementing the change within the organisation (Barnes, 2021).
Due to the intensifying competition the change management activities within various
organisations have also intensified that creates urgency for the organisation to implement
changes more quickly. For improving the change management processes the organisation can
utilise various theories and concepts for making necessary changes at the organisation according
to the level of issue/condition prevailing in the market.
Lewin's 3 stage model of change
This model consists of three strong steps for implementing the changes within the
organisation and preparing the staff, employees and people for change (Aslam, and et. al., 2018).
 Unfreezing: This stage can be compared to the un-freezing of solid ice into water so that
it can be moulded in any form. For making the changes or transformations within the
organisation, Tesco must focus on introducing the important factors for change and
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providing adequate space and time to the employees to get themselves familiar with the
changes.
 Change process: This stage is also known as the transition stage because it helps the
organisation and its employees to leave their old methods and procedures and adapt the
new changes within the organisation. The managers at Tesco can implement the change
process for transitioning their employees towards the changes and promoting them to
endorse the implemented changes.
Figure 9: Lewin's 3 Stage Model of Change
Refreezing: This stage is also considered as solidifying the water to form the ice. In this
stage the managers within the organisation are expected to make the changes permanent and
stable within the regular flow activities of the organisation. In this stage the employees within the
organisation have well adopted the changes and are ready to internalize and implement those
changes in their daily activities at their workplace.
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Figure 10: Changes in TESCO
Change management is a very systematic process that is helpful for assisting the changes
within an organisation by improving the change management practices (Todolí-Signes, 2017).
The change management activity includes selecting, organising, adapting and identifying
changes that are related to a particular business environment, strategies, technology, structure or
methods. In order to implement the change management activities within Tesco in more effective
and efficient manners models and theories can be utilised.
CONCLUSION
It has been concluded from the above report that change management is a very important
activity for an organisation to adapt to dynamic situations and ensure suitable changes in the
responsibilities, processes, plans, objectives etc. for achieving competitive growth. Moreover, it
has been identified that there are various change management activities that occur within an
organisation and provide support for sustaining their businesses in a rapidly changing
environment. Finally, it has been obtained that various change management theories and models
such as Kotter's change management and Lewin's 3 stage model of change are helpful to enable
the changes more effectively and efficiently.
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RECOMMENDATION
It can be recommended that SMART Framework can be used by Tesco to achieve its
organisational change. SMART Framework can be broadened as Specific, Measurable,
Attainable, Realistic and Time bound action plan for achieving the objective of the organisation.
Specific Measureable Attainable Realistic Time bound
The change
management of
the business
strategy to shift
the
organisational
culture from
physical
workplace to
remote work
operations to
tackle Covid-19
pandemic.
This would take
at least 1 month
to make changes
in the
organisational
dynamics and
prepare the
workforce,
acquire the
technology and
make the remote
operations to
adapt those
changes.
The strategy of
business and
organisational
culture could be
changed with the
help of effective
strategies of
change
management and
frameworks and
models like
Kotter’s change
management and
Lewin’s change
management.
The effect if
various change
strategies have
been evaluated to
check its
viability and
suitability with
the
organisational
needs and its
ability to achieve
organisational
goals.
This activity will
take almost 1-2
month to prepare
for change in
which 2 weeks
for acquiring and
establishing
technology to
support change, 1
week to prepare
the workforce,
change
organisational
dynamics and
other activities
for change.
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REFERENCES
Books and Journals
Aslam, U., and et. al., 2018. Emerging organizational parameters and their roles in
implementation of organizational change. Journal of Organizational Change
Management.
Barley and et.al., 2017. The changing nature of work: Careers, identities, and work lives in the
21st century. Academy of Management Discoveries, 3(2). pp.111-115.
Barnes, M.A., 2021. Chin, Robert, and Kenneth D. Benne: Change Management Biography.
In The Palgrave Handbook of Organizational Change Thinkers (pp. 383-393). Cham:
Springer International Publishing.
Buschow, C. and Suhr, M., 2022. Change management and new organizational forms of content
creation. In Media and change management (pp. 381-397). Springer, Cham.
Diao and et.al., 2021. Impacts of transportation network companies on urban mobility. Nature
Sustainability, 4(6). pp.494-500.
Dzwigol, H. and et. al., 2019. Formation of strategic change management system at an
enterprise. Academy of Strategic Management Journal, 18, pp.1-8.
Galli, B.J., 2018. Change management models: A comparative analysis and concerns. IEEE
Engineering Management Review, 46(3), pp.124-132.
Idris, A., See, D. and Coughlan, P., 2018. Employee empowerment and job satisfaction in urban
Malaysia: Connecting the dots with context and organizational change
management. Journal of Organizational Change Management.
Light, A. and Miskelly, C., 2015. Sharing Economy vs Sharing Cultures? Designing for social,
economic and environmental good. IxD&A, 24. pp.49-62.
Todolí-Signes, A., 2017. The ‘gig economy’: employee, self-employed or the need for a special
employment regulation?. Transfer: European Review of Labour and Research, 23(2).
pp.193-205.
Zheng, P., Chen, C.H. and Shang, S., 2019. Towards an automatic engineering change
management in smart product-service systems–A DSM-based learning
approach. Advanced engineering informatics, 39, pp.203-213.
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