Management of Change

Running head: MANAGEMENT OF CHANGE
MANAGEMENT OF CHANGE
Name of the student
Name of the university
Author note

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Answer to question 1: Nature of Lakeland Wonders organisational change project and
reasons for the change
Cheryl planned a transformational change for the organization, Lakeland Wonders,
through entering a new market segment of middle-priced toys while outsource the production for
this middle-priced segment to off-shore countries (McNulty, 2002). The trigger for the change is
specifically based on the external factors of enabling the organization in diversifying its
propositions with the objective of ensuring double digit profit figures (Fernandez & Rainey,
2017). Therefore, Cheryl planned the change aggressively while gaining insights from Elaine on
market dynamics. On the other hand, apart from improving the profitability of the venture,
Cheryl also planned to reduce its risks during the process of developing the new segment of toys
through uniformly distributing the uncertainty among the outsourced foreign organization
(McNulty, 2002). However, Cheryl’s approach of aggressiveness affected the capability of the
young CEO in convincing the other members in the management team towards the profitability
of the idea on the business model and sustenance (McNulty, 2002).
Cheryl planned to undertake the recruitment of experts like Cecil into Lakeland Wonders
with the purpose of obtaining support for the change initiatives that are planned by the same.
The change was planned by Cheryl with the objective of increasing the profitability of the
venture through proposing products to a wider range of customers. On the other hand, Cheryl
planned to outsource the production process with the objective of minimizing the operational
expenses and thereby the risks that might be faced by the organization through the production
process. Cheryl also planned to develop certain levels of collaboration with the business
stakeholders like the suppliers with the objective of gaining over their support for the change

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initiative that is being planned by the venture (McNulty, 2002). Cummings, Bridgman and
Brown (2016) stated that the organizations undertake the change initiatives with the purpose of
empowering the sustenance related needs of the same. In this relation, Cheryl planned the change
for the organization with the objective of improving the rate of profitability while expanding
their propositions to a wider target group of customers.
The organization, Lakeland Wonders, offered a range of propositions apart from middle-
priced toys which restricted their capability of attracting the attention of most of the target
customers in the markets (McNulty, 2002). Therefore, Cheryl planned to introduce from middle-
priced toys for drawing the attention of a wider segment of customers with the view of increasing
the sales volume along with profitability of the venture. Cheryl planned a large scale change in
the organization in limited time which included a modification in the structure and the processes.
The introduction of middle priced toys for drawing the attention of a wider segment was a new
inclusion to the existing business model. Beech et al., (2018) noted that every organization
introduces change with the purpose of supporting the economic gains for sustenance. Therefore,
the introduction of a dynamic idea by Cheryl was critically based on the needs of enhancing the
profitability of the venture while drawing the attention of the customers towards the propositions.
Answer to question 2: Appropriateness of the change approach that has been adopted by
Cheryl Hailstrom in Lakeland Wonders
The change approach that was initiated by Cheryl was theory E, which was based on
introducing a range of middle priced toys for attracting the attention of huge number of
customers for improving profitability of the organization. Baumgartner and Rauter (2017)
opined that the theory E approach enables a leader in developing insights on the financial gains
that the organization might derive from a change apart from the organizational capabilities of

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incurring the costs for change. However, the dynamic and aggressive change strategy of Cheryl
affected the rate of operations of the venture. According to Stephan et al. (2016), proficient
change is based on the assessment of market opportunities and expectations of the customers. In
this relation, Cheryl developed knowledge on the market dynamics with the objective of
identifying the prospective change on which Lakeland Wonders might emphasize (McNulty,
2002). Therefore, Elaine supported Cheryl in identifying the market prospects while introducing
the idea of developing a new range of middle priced toys.
The major element of the change approach that was portrayed by Cheryl was related to
the appropriate understanding of the market dynamics through consultation with Elaine. Imran et
al. (2016) opined that consultation in a change management operation of an organization enables
the leader in developing a cohesive idea on the nature and outcome of the change process as per
the organizational goals. In this relation, the consultation with Elaine supported Cheryl in
developing an idea of the nature of the change and align the same with the market expectations
for improving the financial sustenance of the venture.
On the other hand, Cheryl planned to outsource the production process through foreign
organizations with the objective of avoiding risks. Vaara, Sonenshein and Boje (2016) stated
that risk identification and its compliance is one of the major activities that are undertaken by a
leader with the objective of continuing with the adeptness of the operations. In this relation,
Cheryl planned to distribute the risk uniformly with the objective of maintaining the adeptness
of the operations as per the needs of the organizational goals relating to sustenance. Moreover,
Cheryl also planned to recruit experts for supporting the change process which is again a
commendable initiative for the dynamic change process in the organization (McNulty, 2002).