Lewin’s Change Management Model
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Added on 2021-04-21
Lewin’s Change Management Model
Added on 2021-04-21
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Running head: LIDL UKLidl UKName of the student:Name of the university:Author note:
1LIDL UKTable of ContentsPart 1:................................................................................................................................3Outlining the essential components for ‘effective business operations management’(creating value for the customer) for LIDL’s operation within the UK............................3Operations planning...................................................................................................3Using a soft systems methodology to evaluate the issues LIDL UK might face if theydecide to introduce hybrid facilities................................................................................3First Stage..................................................................................................................4Second Stage.............................................................................................................4Third Stage.................................................................................................................4Fourth Stage and Fifth Stage.....................................................................................5Sixth Stage.................................................................................................................5Seventh Stage............................................................................................................6Gaps...............................................................................................................................6Recommended model....................................................................................................7Part 2:................................................................................................................................8Rich picture....................................................................................................................8Root Definition................................................................................................................9Table for CATWOE........................................................................................................9“AS IS” process plan....................................................................................................10Part 3:..............................................................................................................................12Discuss how the managers would turn performance objectives into operationspriorities and the resources that would be necessary for effective implementation ofthe new process (“TO BE” business process plan).....................................................12Lewin’s change management model...........................................................................13
2LIDL UKBalanced Scorecard for each prospective...................................................................13Lidl Balance Scorecard - Financial Perspective.......................................................13Lidl Balance Scorecard - Customers Perspective....................................................14Lidl Balance Scorecard - - Internal business processes Perspective......................14Lidl Balance Scorecard - Learning and growth Perspective....................................15References.......................................................................................................................17
3LIDL UKPart 1:Outlining the essential components for ‘effective business operationsmanagement’ (creating value for the customer) for LIDL’s operation within the UKOperations planningIn a very short span of time, Lidl has been able to create an image that UKcustomers have adored. The Lidl’s management has realised the urgency to have morestores as to reduce the barrier that limits UK customers to reach to the Lidl’s stores. It isthe management’s perception that Lidl has a comparatively limited number of storesthan the four giant UK grocery stores like Tesco. Customers have limited option andhence, as per the Lidl’s management, a long area is still to cover (Scarborough et al.2015). Lidl unlike Tesco and other giant UK supermarkets had been different in terms ofnumber of items in stores. Tesco and Morrisons have both private label and their ownbranded products in stores (Adewuyi 2016). On the other hand, Lidl has considered onlyits own branded products. This way Lidl has been able to limit the number of items. Thenumber of item in each of the stores is 700 (Wood and McCarthy 2014). The businessmodel of Lidl has allowed the company to offer quality products at the very competitiveprices. The other grocery store giants like Tesco and Morrisons have been following the‘Every Day Low Price’ (EDLP) strategy. The EDLP strategy means offering discountedprice every day (Haleem and Jehangir 2017). However, both have struggled to managethe supply and demands. This is because they had required quality products on a dailybasis to offer customers the discounted price (Hugos 2018). On the other hand, Lidl withits strategic alignment between its business and supply chain strategies has been ableto manage the supply and demands (Hugos 2018). Lidl had relied on offering a limitedrange of its own branded products. Additionally, segmentation was done to havespecific considerations on a particular segment of product. This way Lidl was able towork closely with suppliers. Hence, they had ensured the supply of quality products andin a comparatively low cost (Kwon, Hong and Kim 2017). Using a soft systems methodology to evaluate the issues LIDL UK might face ifthey decide to introduce hybrid facilities
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