Strategic Change Management Report: Analysis of Task 1 and Task 2

This report analyzes strategic change management, focusing on Framlington Property plc (FP plc). Task 1 explores three change management models: Kurt Lewin's, McKinsey's 7's framework, and gap analysis, evaluating their significance to FP plc and assessing the value of intervention techniques like participative leadership, team building, and contingency theory. Task 2 examines the need for strategic change at FP plc, influenced by factors such as market decline, price decreases, and the need to expand into India and China. The report assesses the impact on FP's resources if it fails to respond to strategic changes. The analysis considers factors like volatile market conditions, excessive management layers, and the need for de-layering. The report concludes by emphasizing the critical role of strategic change in maintaining FP plc's financial health, human resources, and overall competitiveness, highlighting the consequences of inaction.

STRATEGIC CHANGE
MANAGEMENT
TASK 1 and 2

A. Stating three models of strategic
change
Framligton propery plc is planning to remove the hierarchy of the
employees within an organization. Manager can manages such change
by taking into consideration the following strategies which are as
follows:
Kurt lewin change management model:
 It is the general tendency that people cannot accept the change which
take place in the business environment. James Hardy can overcome
this thinking of their employees by taking into consideration the
motivational aspects.
 In the next step, company needs to undertake suitable leadership style
to develop positive feeling among employees towards the change.
 Once the change is accepted by personnel, then they work under the
new guidelines and take benefits from it.

CONT.
Mc Kinsey's 7's framework:

CONT.
Gap analysis:
 Company can introduce change by identifying the gap between their
current and future performance. It is one of the main indicators
which provides deeper insight to the organization about the change
which they needs to undertake.
 In the cited case study, cash flow of the firm is heavily affected due
to the changes which take place in economy of UK. It is the
significant factor due to which James Hardy took decision to take
entry in India and China.

B. Evaluating significance strategic change
management model to Framligton Propery
plc (FP)
 Previously defined theories plays a significant role in implementing
change within the firm thereby helps in achieving success in the
strategic business arena.
 Kurt Lewin theory helps in introducing the change by motivating the
employees to large extent. Through this, organization is able to build
and sustain competitive advantage over others.
 Besides this, Mc Kinsey 7's framework provides detailed framework
to the organization which helps them in making their efforts in the
right direction.

C. Assessing the value of three strategic
intervention techniques to FP plc.
The below mentioned techniques of intervention plays a significant role
to carry out the change within the firm in the following manner:
 Participate leadership style: According to this style, company can
encourage their employees towards the change by involving them in the
decision making process.
 Team building: By forming the team, FP plc can implement the change
in firm more successfully without any resistance of their employees.
Moreover, when leader provides direction, then personnel are able to
perform in the changing business environment more efficiently.
 Contingency theory: On the basis of this theory, no leadership style is
suitable to every business situation or aspect. Thus, manager of the firm
needs to select suitable style by considering the business situations.

TASK 2

A. Examining the need of strategic
change at FP plc.
 During the period of 2007 to 2009, there is a high level of decline in
the demand of new property in the market. In this period, cash flow of
firm is closely affected.
 Moreover, within such period, prices of the properties were decreased
whereas lending criteria for the retail purchaser increased. Besides
this, it is highly difficult for the organization to take financial support
from bank due to credit crunch.
 The combination of all these factors have compelled James Hardy to
move in Indian and Chinese market. In addition to this, Atif who is
the finance director of firm said that company has approximately 80
policies and procedures in which they had not reviewed the same
from the last 3 years.
 When organization has so many levels, then it creates confusion in
the mind of the employees in relation to their work and performance.

B. Assessing the factors which influence FP to
introduce strategic change within the business
organization
 Managing director of FP has taken decision to relocate its business in
India and China.
 Due to volatile conditions of UK market, manager of the firm wants
to expand its business operation outside their home country.
 In addition to this, there are so many layers of management which
are present within the business organization that closely affects the
decision making and commutation aspect of the firm.

CONT.
 This factor compels manager to undertake de-layering strategy which
facilitates effectual communication within the firm.
 All these factors highly influence FP to introduce strategic change
within the business enterprise which make contribution in attainment
of goals.

C. Assessing the impact on resources of FP
if it does not respond to strategic change
 If managing director of FP plc does not respond to changes which
take place in the business and economic conditions of UK, then it
negatively affects the financial and human resources of the firm.
 If higher authority of the business enterprise does not make changes
in the strategic and policy framework of the firm, then it directly
impacts the cash position of the firm.

CONT.
 Moreover, during the period of slowdown in industry, company is
not able to survive for long run, if does not undertake any strong
action.
 Besides this, human resources of the firm are not highly motivated
during this period because they think that company can terminate
them any time due to slow growth processes.

REFERENCES
• Anderson, D. and Anderson, L. A., 2010. Beyond change
management: How to achieve breakthrough results through conscious
change leadership. John Wiley & Sons.
• Booth, S. A., 2015. Crisis management strategy: Competition and
change in modern enterprises. Routledge.
• Cameron, E. and Green, M., 2015. Making sense of change
management: a complete guide to the models, tools and techniques of
organizational change. Kogan Page Publishers.

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