Strategic Change Management

This report discusses the concept of strategic change management and its importance in achieving organizational goals. It includes a stakeholder analysis for GPDOCS, evaluates resistance to change, and critically evaluates three management models. The report also covers the involvement of functional areas in developing a change plan and provides a strategic change plan for GPDOCS. Additionally, it explores the relationship between leaders and change agents in transformational change and discusses the advantages and disadvantages of consulting external change agents.

STRATEGIC CHANGE
MANAGEMENT

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
TASK 1............................................................................................................................................3
Stakeholder analysis....................................................................................................................3
Identify and evaluate resistance to change..................................................................................5
Critically evaluate the three management models.......................................................................6
Involvement of the functional areas in developing a change plan.............................................10
Strategic change plan.................................................................................................................11
TASK 2..........................................................................................................................................13
Business memo..........................................................................................................................13
CONCLUSION..............................................................................................................................16
REFERENCES..............................................................................................................................17

INTRODUCTION
Strategic change management is defined as a process to manage change in organisation in
order to achieve the objectives and goals of organisation. This report is based on the case study
of GPDOCS. This is a medical practices funded by government. This report also emphasis on
stakeholder analysis for GPDOCS. Stakeholder map will also assess in respect to the GPDOCS.
Report will analysis the associated resistance to the change process with the analytical review of
stakeholder analysis. Furthermore, report will also analysis about different theories associated
with the change management in organisation. Advantages and disadvantages associated with
each change management theory will also analysis in this report. Justification will also give in
this report in respect to selection of appropriate change management model in respect to the
GPDOCS. Key functional area will also discuss in order to develop the change plan. Strategic
change plan will also draft in respect to implement the change in GPDOCS based on the selected
model of change management. SMART progression metric will also discuss in respect to change
management. Furthermore, report will also discuss the relationship between leaders and change
agent in case of transformational change. Different characteristics and attributed associated with
change agent will also summarise in this report. Importance of change agent and their roles in the
process of change management will also discuss. This report will also project the advantages and
disadvantages associated with consulting external change agents.
TASK1
Stakeholder analysis
Stakeholder analysis is one of the major tasks to GPDOCS while implementing change,
because when this healthcare organisation will make change, then their all stakeholder will be
highly influenced (Jarzabkowski, Lê and Balogun, 2019). Top-level management of GPDOCS is
responsible to identifythis its major stakeholder before making any change. With the support of
stakeholder analysis this healthcare organisation can easily get help from their different
organisation. The management of healthcare organisation has required to follow various
productive steps for systematically conducting stakeholder analysis. These steps have been
discussed below;

Step 1: Determination of Stakeholders
This is the first steps under stakeholder analysis where existing management of GPDOCS
has required to identify and determine their all stakeholders. This is very necessary step, because
without determination of stakeholders, this healthcare organisation can’t implement successful
change. Currently employees (doctors, nurses, administration staff), patients, government, other
healthcare organisation, etc. are major stakeholder of GPDOCS. Top-level management of this
organisation can easily determine their stakeholders by implementing this analysis. Existing
management of organisation highly responsible to communicate and inform about change before
making change. After informing, management should take some appropriate steps for
implementing change. Upper management of organisation is responsible to take such steps which
will only positively influence their stakeholders (Wang, Gibbons and Heavey, 2017). It should
try to avoid such activities during stakeholder analysis which can put negatively impression of
organisation on stakeholders. The management of GPDOCS highly need to consider these all
factors while determining stakeholders.
Step 2: Group and Prioritize these Stakeholders
This is the second step within stakeholder analysis where top-level management of this
healthcare organisation has required to put their all stakeholders in different categories in term of
their interest, influence and levels of participation in the change. There are four major categories
has been discussed below which can support to management for categorising their all
stakeholders.
Category 1: High Power, High Interest
In this category, the management should give higher priority to those stakeholders who
are most important for this organisation. For example; UK’s government is one of the most
major stakeholders to this organisation, because existing management always need to follow
each policy which local government has imposed on different healthcare organisations.
Category 2: High Power, Low Interest
In the category of high power-low interest, management of healthcare organisation
should take such stakeholders in this category who has very high power in organisation, not take

much interest (Kuipers and Giurge, 2017). It means, stakeholders who has high power and low
interest are mainly comes under this category. Mainly local media comes under this category,
because they can telecast this change new organisation will implement this change.
Category 3: Low Power, High Interest
Those stakeholders mainly come under this category who has low power and high in
interest in this organisation. Currently existing nurses and administration staff best example for
this category, because these employees always have low power and high interest. All staff and
nurses mainly comes under low level management of this healthcare organisation.
Category 4: Low Power, Low Interest
This is the last category within stakeholder analysis where top-level management of
GPDOCS is responsible to put those stakeholders in this category who has low power and low
interest in this healthcare organisation. For example; peons, cleaners etc. are mainly comes under
this category, because they attached with this organisation only for earning some money. But
when management will implement change, then they also get influenced by this change aspect of
organisation.
Step 3: Communicate with Stakeholders
Communicate with stakeholders is the final step within this stakeholder analysis where
existing management of GPDOCS has required to properly communicate with their stakeholders
for informing them about this change. Proper communication between management and
stakeholders is too necessary before implementing change. Reason is, management of this
healthcare organisation can easily implement change through communicating with their different
stakeholders. GPDOCS is highly responsible to aware its each stakeholder about action which it
will take while implementing change (Hartmann and Vachon, 2018). If upper management
within organisation fully consider these all factors, then it can easily implement change in proper
manner.
Identify and evaluate resistance to change
When any organisation implements change, then all people within organisation may not
has agreed with this decision. This same thing may has faced by GPDOCS as well, because when

management of organisation will implement change, then many existing stakeholders may not
agree with this change aspect of organisation. Some stakeholders will definitely resistance this
change plan, because all people has different mind-set and motivation. To remove such conflict
from the change plan, top-level management of GPDOCS should properly interact with their all
stakeholders for informing them actual advantages this change. Existing management has highly
required to take this step for convening its each stakeholder to avoid resistance while
implementing change plan.
In the change operations of GPDOCS, existing management of this organisation is
responsible to involve all stakeholders in these operations, because they are also a major part of
this organisation. When management involve these stakeholders, then all stakeholders will feel
value by this healthcare organisation (Campbell, Balabanova and Howard, 2018). At the end,
they can avoid to resistance, because they will think, management of GPDOCS is really care
about them. That’s why the management of this organisation highly need to interact and involve
their stakeholders for removing resistance term from the change plan. On the other hand,
management should up-to-date their all stakeholders about each action which it will be taken
while implementing change in their workplace. The healthcare organisation can easily remove
such resistance aspect from their change activity by considering these all factors.
Critically evaluate the three management models
Kotter’s Eight change model
It is proposed by John Kotter which helps to improve organization’s capability for
changing and enhance its change of success. it is a type of change model which is basically
dependent on the eight steps which assists organization to lead change successfully in the
business so that gets positive impact on the performance, profitability and operations. To take
change requires good planning and effective initiatives so that can get success in change
(Bakaria, Hunjrab and Masood, 2017). It has eight step which leads change in the management.
Eight steps are described below:
Create Urgency
It is primary step of change which demonstrates needs of change in the management
success. Before jumping to lead change needs to aware reason of change. when companies staff

aware about issues which causes get inappropriate outputs then can generate idea of change to be
successful. The step clarify needs of change instead of want for change. when staff and
management aware about issues then likely support and helps to lead success in change.
Form a powerful coalition
It is quite difficult to lead the whole change process own. So, it is crucial to build
coalition with staff by determining range of skills and experience of people who belongs to
different areas of the business for improving their effectiveness. Coalition helps management to
delegate different task as per their skills which leads effectiveness while taking change
successfully.
Creates vision for change
To take change initiative can be more complicated for the individuals at workplace to
understand and may be created résistance to lead change. so, it is best to create vision for the
change which will reduce confusion in individuals and leads high understanding that
automatically generates support from whole company (Rosenbaum, More and Steane, 2018).
There is a condition such as vision must simple, specific and understandable which leads
maximum effect.
Communicate vision
To develop vision is not enough to get support because it requires communicate vision as
message to overall department of organization either in building or every area of business. To
generate supports from the staff members needs to spread message individual within company.
Remove obstacles
The primary four steps are acted as change initiatives which builds strength of
organization to lead change. so, it is essential to look obstacles which can reduce chances of
success. There are several types of obstacles such as physical obstacles like organization
infrastructure, employee resistance and legislation obstacles i.e. political, legal and
environmental issue. Several barriers can block change path so that needs to determine these
possible barriers and overcome them through available resources.

Create short-term wins
Success motivates people to give more efforts in their performance which leads
impressive results. Management must create short-term goals which gives clear idea in
individuals what going on how to give performance to promote operation. When employees
achieves their goals then automatically motivates and expand the change (Kiss and Kiss, 2018).
Consolidate improvement
Change is slow going process that needs to continue improvement by implementing long-
term change plan within business. This plan is not only helped business to get good quality in
working of employee but also leads multiple success which is achieved through employees.
Anchor the changes
It is last stage which interprets that change does not come out itself because it requires
values and standards which needs to agree with vision and attitudes of employees. The staff is
apert of organization culture which provides supports to change and helps in consolidate change.
Advantage & Disadvantage
The major benefit of the model is that it is based on the eight steps which are quite easy
to follow and implement within organization. Another advantage of the model is that it has
primary focus on preparing and accepting change instead of taking direct change. It is quite long
process because it carries eight steps. It can lead resistance in change through employees and or
when it is not implemented properly that is major weakness of the model.
Lewin’s change management model
Lewin’s change model is applied to lead organizational change. it is excellent strategy
which brings about mentality change among the staff and creates awareness of the benefits of
change. It is also known as a three-stage model of change i.e. unfreeze, change process and
refreezing. It provides high level approach for improvement and lead change successfully in the
business.
Unfreezing

It is primary phase of change management which involves willingness of people who
wants to take foster change for moving from existing comfort zone to a transformed situation. By
the phase easy to aware people about the need of change and improves their motivation to accept
the new way of working for best outcomes. communication plays effective role in this phase
because it helps to aware people about need of change and involve them in change process by
motivating effectively.
Process of change
It is second stage of transition which is actual stage of implementation change. This stage
requires careful planning before imposing actual change. Effective communication needs for the
stage because it motivates management to become responsible for the change process.
Investment and allocation of resources are needed for implementing change process because both
processes assist to resolve uncertainty which occurs between management and staff. This stage is
crucial stage because it helps to manage change and leads best approach for the management.
Refreezing
It is last stage which helps people to move from transition stage to highly stable stage
which can interpret as a state of equilibrium. It is the stage where people like to accept new way
of working and apply it for long life (Kuo and Chen, 2019). To continue improve in the
performance offers reward, recognition and positive reinforcement by organization to employee
which leads motivation and encourage them to give honest support in the change process.
Advantage & Disadvantage
It is simplest model which is easy to follow and implement effectively in the organization
for leading change. It helps to determine difficulties and minimizes them by available resources.
It is costly process and require high determination of management while implementing change
process.
Hiatt’s ADKAR model
It is changed management technique which supports to determine need of change and
how it leads uncertainty in the business operations. It is based on the five stage of change

practices such as Awareness phase displays that why change is required to implement. Employee
who does not want to leave comfort zone and are not going to willingly till then does not make
them understand value of change. To lead change needs to influence awareness in employee
within job place. Desire is second phase which interprets that desire of change occur into two
ways. First phase when honest people really wants to see positive change and second way when
people aware about change and motivates them by meeting their objectives. Knowledge is
another phase where organization must involve those people who will support in the change
process and understand their responsibility effectively. Ability is fourth stage which aligns those
employees who are skilled and experience holder in different business areas, they support to get
success in change practices (Öhman, 2018). Reinforcement is the last stage of the model which
reflects that keep repetitive change and leads successful change in the change process.
Advantage & Disadvantage
It is effective approach to lead change in process because it gives effectives
understanding to staff and management about change process. The major demerit of the practice
is that it requires effective initiatives and positive thinkers who seeks for change.
GPDOCS is a medical practice which must apply Lewin change model because it is quite
effective model which helps to lead change effectively in organization and develops employee’s
mentality to seek for change. The main goal of the medical practice to give high quality services
to patient which can come by continuous development so organization must adapt this model in
the organization.
Involvement of the functional areas in developing a change plan
There are several functional areas which needs to develop plan for change such as HR
department, strategic management, medical staff, consultancy department, finance department,
risk management etc.
HR department: The department analyses problem which requires change in the medical
practices and leads effectiveness in patient services. HR department also access on other
department who will involve in the change plan. HR department initially sets vision for the
company (Tang, 2019). Thus, HR department plays essential role in developing change plan. But

there is a condition when HR has good analytical skills then easy to enlist number of problem
while developing change plan.
Strategic management: The management supports HR management to introduce effective
strategies which leads best practice approach. As same concept apply for strategic management
who have effective creative skills as result gets creative solution to improve effectiveness in
change plan.
Finance department: It helps HR management which prepares budget for developing change plan
because when organization will have sufficient amount funds and resource then can estimate cost
of change process. But finance management unable to prepare cost effective budget then possibly
change plan can be become reductant.
Risk management: Risk management is requiring for developing change plan because they
determine risk which can lead uncertainty in the change process after implementing plan. So,
they access overall risk and keeps creative solution to deal with upcoming risk. Thus, they play
effective role in change plan.
Medical staff: They are the main part of functional area which supports to achieve success in
change plan by implementing overall practices in their work. They need to aware about need of
change. When medical staff does not agree to leave their comfort zone and take change in work
till then change plan is reductant.
Strategic change plan
There is a systematic strategic change plan has been mention below which can support to
GPDOCS for properly implement its whole change plan in the time duration of three months
(Chowhan, Pries and Mann, 2017). Some specific strategies, models and methods has used in
this plan which will really support to this healthcare organisation for gaining effective results
from this strategic change plan.
Strategic Change Plan
Aim:Tosuccessfully implement change within GPDOCS on the basis of government
instructions.
Timeline:Three months

SMART progression matrices
Specific:This aim is completely specific, because organisation will able to provide more
effective healthcare services by implementing change.
Measurable:Top-level management of this organisation can easily measure operations of
change by using different measurement tools.
Actionable:Existing management will be required to take different productive actions to
successfully implement change.
Realistic:This aim is fully realistic, because many other organisations also has taken such
steps towards implementing change.
Time-Specific:The GPDOCS can easily implement this change in the time period of three
months by using different time management skills.
Planning
Top-level management of this healthcare organisation has highly required to create a
productive plan for systematically implementing this plan in the workplace. A plan can guide
to all employees about what steps are necessary within existing change implementation aspect.
Change management model
The management of GPDOCS highly need to use different effective change
management models while implementing change within workplace, like; Kotter’s 8 change
model, Hiatt’s ADKAR model and Lewin’s change management model (Ordenes, 2020). These
all are some major change management models which existing management of this
organisation will be required to consider while implantation of change.
Transparency
Transparency is another major aspect within implementation of change plan. In this
step of plan, management of organisation need to inform about all actions to its stakeholders
which it has taken for successfully implementing change within workplace.
Communication
The management should properly communicate with their all stakeholders. With the
support of proper communication management can easily remove resistance aspect from
operations of change implementation.
Involvement
GPDOCS’ upper management has highly required to involve its each stakeholder, like;

doctors, staff, nurses etc. while creating plan for properly impending change within workplace.
KPI (Key Performance Indicator)
The management of this healthcare organisation need to use KIP also for analysing
performance of actions and operations which it has taken for implementing change. Key
performance indicator will help to management for more effectively working towards
implementing change in proper manner.
TASK 2
Business memo
To:GPSDOCS
From:Mr. Dee
Date: 15 April, 2020
Subject:Change agent role in change management
Change management is a crucial process associated with organisations.
Transformational change is among the crucial factor involves in change management. Change
management involves transformation in the organisation structure. Transformation in the
organisation structure as a part of change management drives organisation in achieving the
higher operational efficiency and growth opportunities. Transformational change in GPDOCS
will enable the organisation to cater health care services to needier people in society.
Leadership and change agent share professional relationship in respect to implementing
change in the organisation. Leaders play huge role in guiding change to the organisation for
achieving more effective operational efficiencies (Banerjee and Basu, 2016). Leaders guide
change agent in respect to all such aspecst of the organisation structure that seek change.
Transformation leadership also resulted into major changes in organisation structure in order
to transform the operations of organisation. Based on the recommendations and guidance
provided by leaders change agent conducts all necessary developments in the organisation
structure. Relationship between change agents and leaders are also open in nature. In order to
implement the change agents also give suggestions to leaders that can improve the efficiency
of change management in organisation. This is an important aspect of the change
management as both leaders and change agents give regular feedbacks and suggestions to

implement change in organisation. As the change management is a collaborative effort of
leaders and change agent it can be stated that the relationship between change agents and
leadership is more like collaborative in regards to implementing changes in organisation.
Leaders guides change agent about all the needs and requirements of the organisation in
respect to catering its professional services and based on the framework provided by leaders
change agent implement changes in organisation.
Change agent is the person that drives change in organisation. In order to meet the
responsibilities of change agent various characteristics play crucial role that allows change
agent to give the best professional services. Change agent must be open in respect to change
implementing in the organisation. All organisations introduce changes after analysing about
the current and future needs of such organisation. Open approach of change agent allows him
to accept all such recommendations provide by organisation and leadership. Diversified
knowledge is also the key characteristic of change agent. Every organisation carries its own
needs and requirements based on the demands and needs of the market. Change agent must
consist the knowledge of different market sectors related to its needs and demands in order to
cater the best professional services of change agent. Change agent must consist the result
oriented approach. Positivity is also among the key characteristic trait change agent must
possess (Burke, 2017). Change agent must be positive about the change introduced and also
must be confident about all changes implemented in organisation as a part of the change
management. Ownership is also the key characteristic trait of change agent. Ownership is
defined as taking responsibilities of all operations implemented as a part of the change
management in organisation. Change management process mostly depends on the expected
future needs of the organisation which also sometimes leads to negative impacts on the
organisation. Being a change agent all responsibilities are directly associated with the change
agent for all positive and negative impacts arises out of change in organisation. In case of any
failure or negative implication of change proposed by agent then agent must take
responsibility of such failures. Change agent also must Carrey the effective leadership skills.
This is an crucial aspects associated with the characteristics of the change agent. Leadership
skill will drive change agent to give opinions and suggestions effective to organisation and its
management.

Change agents play crucial role in improving the effectiveness of change management
in organisation. Change management play huge role in investigating the change. Many
changes that are introduced by management and leaders only look effective but in practical
organisation do not get advantages of such change management. Agents investigate the
changes introduced by management and leadership before implementing it on the
organisation to assess the profitability of the proposed change in respect to the organisation.
Change agents also play huge role in advocating the change. While implementing the changes
agents also advocates such changes introduced by them. Advocate of change play huge role
in improving confidence of management and stakeholders about the change proposed for the
organisation (Henderson, Majors and Wright, 2019). Change agent also play role in
encouraging the unexpected changes in the organisation. Change management process also
involves investment of organisation resources. In such a process change agents encourage to
management of GPDOCS to implement such changes that can improve the efficiency of the
organisation. Change agent’s analysis the change before taking any actions to implement the
change. Agents analysis that the proposed change will benefit to the organisation or not. In
case the proposed change is irrelevant in context to the organisation than change agent do not
initiate such change. At the time of implementing the change agents also give feedbacks that
can improve the effectiveness of the change management process in respect to the
organisation. Change agent also facilitates the change which also improves the effectiveness
of the entire change management process. Change agents carry the huge importance in the
process of change management as they give suitable advise over the changes implemented s a
results of the change management process. Such advices provided by change agent directly
improve the efficiency of the change management process.
External consultant is an effective tool organisation utilises to implement the change
management process in organisation. Change agent carry specific expertise in change
management. The experience and knowledge of change agent play crucial role in order to
implement changes in organisation. At the time of implementing change in organisation
agents suggests their views and opinions about all the changes proposed by organisation
leadership and management. External change agents’ guides about the impacts change
management process will put in the organisation structure (Spector, 2017). External agents

carry the precise knowledge and experience in change management which support
organisation to implement change based on the current as well as future needs and
requirements of the organisation. Change agent use professional approach in implementing
changes which also resulted into savage of time in implementation of the change
management process. Experiences and knowledge possess by external change agents also
benefit organisation in respect to cost saving. Agents understand the changer management
process and they suggest the best approaches and techniques to save time and financial
resources of organisation. Apart from all the advantages external change agents provides
while implementing change management process many disadvantages are also associated
with external change agent (Walls, 2018). As the external change agents do not aware about
the culture of the organisation. Organisation culture play huge role in adopting the changes
proposed in organisation. Many times sue to unawareness about the organisation culture
agents make wrong changes. External agents also do not aware about the resources of the
organisation which also sometimes caused to many issues.
CONCLUSION
This report analysis different aspects of the stakeholder analysis. Report also concludes
about associated resistance form the stakeholder growth in respect to the change management.
Kottler 8 Change management model, Lewin change management model and Adkar model has
concluded in respect to change management. Different functional area are also summarised in
respect to change management. Change agent role like analysing change, propose changes also
summarised in respect to change management. Different characteristics such as openness,
positive attitude, ownership and other associated characteristics of change agent has also
summarised in this report. Importance like proposing change, making suitable changes and other
importance change agent play in change management has also concluded in this report.
Advantages like proposing changes based on the needs, cost saving and other advantages of
change agent have also concluded. Disadvantages like unaware of organisation culture and other
disadvantages have also concluded.

REFERENCES
Books & Journals
Bakaria, H., Hunjrab, A.I. and Masood, M.T., 2017. Managing Organizational Change in
Pakistan: Insights from the work of Kurt Lewin. UW Journal of Management Sciences.
Banerjee, P. and Basu, J., 2016. Therapeutic relationship as a change agent in psychotherapy: An
interpretative phenomenological analysis. Journal of Humanistic Psychology. 56(2).
pp.171-193.
Burke, M., 2017. Using sport as a global change agent: The United Nations model of sport for
development.
Campbell, F.M., Balabanova, D. and Howard, N., 2018. The role of global public health strategy
in non‐profit organisational change at country level: lessons from the joining of Save
the Children and Merlin in Myanmar. The International journal of health planning and
management. 33(1). pp.88-101.
Chowhan, J., Pries, F. and Mann, S., 2017. Persistent innovation and the role of human resource
management practices, work organization, and strategy. Journal of Management &
Hartmann, J. and Vachon, S., 2018. Linking environmental management to environmental
performance: The interactive role of industry context. Business Strategy and the
Environment. 27(3). pp.359-374.
Henderson, D. X., Majors, A. T. and Wright, M., 2019. “I am a change agent”: A mixed methods
analysis of students’ social justice value orientation in an undergraduate community
psychology course. Scholarship of Teaching and Learning in Psychology.
Jarzabkowski, P., Lê, J. and Balogun, J., 2019. The Social Practice of Coevolving Strategy and
Structure to Realize Mandated Radical Change. Academy of Management
Journal. 62(3). pp.850-882.
Kiss, T. and Kiss, V.M., 2018. Ecology-related resilience in urban planning–A complex
approach for Pécs (Hungary). Ecological economics. 144. pp.160-170.
Kuipers, B.S. and Giurge, L.M., 2017. Does alignment matter? The performance implications of
HR roles connected to organizational strategy. The International Journal of Human
Resource Management. 28(22). pp.3179-3201.
Kuo, Y.L. and Chen, I.J., 2019. Facilitating a change model in age-friendly hospital certification:
Strategies and effects. PloS one. 14(4).
Öhman, J., 2018. Developing a model for successful organizational change: Case 3M Nordic
Region.

Rosenbaum, D., More, E. and Steane, P., 2018. Planned organisational change
management. Journal of Organizational Change Management.
Spector, B. S., 2017. The Unorthodox Professor: Surviving and Thriving as a Change Agent in
Education. BRILL.
Tang, K.N., 2019. Change management. In Leadership and Change Management (pp. 47-55).
Springer, Singapore.
Walls, J., 2018. How to hire a change agent.
Wang, R., Gibbons, P.T. and Heavey, C., 2017. A conceptual framework of middle managers’
strategic role flexibility. In Handbook of Middle Management Strategy Process
Research. Edward Elgar Publishing.
Online
Ordenes, P. 2020. Change Management Strategy. [Online]. Available Through:
<https://www.executestrategy.net/blog/change-management-strategy>.