4MANAGING AND LEADING STRATEGIC CHANGEBackground of TescoTesco Plc is referred to as the largest retail chain in the UK that has outlets in every post codeof the nation with around 2115 outlets employing nearly 280000 staff (Tesco plc 2017).Globally, it is referred to as the third largest chain in the entire world, employing nearly440000 people in approximately 4000 retail outlets across 14 different nations. Essentially,Tesco has 6 different formats of operation that is to say; Express Stores (961 outlets), Extrastores (177 outlets), Superstore (448 outlets), Homeplus (10 outlets) as well as OneShopStores (512 outlets) (Tesco plc 2017). In addition, Tesco also operates through its online wingthat is the (Tesco.com) in order to facilitate the overall delivery of products, primarilygrocery to the doorstep of the consumers. However, Tesco Direct is the online shoppingcentre for different non-food items (Tesco plc 2017). Evaluation of relationship between an organization’s environment and forces forchangeSignificant trends influencing the forces and nature of organizational change As rightly indicated by Shirey (2013), change is often considered to be necessary due toexternal as well as internal development factors. Therefore, it is important to understand themicro as well as macro environmental factors that influence the organization to change.Pestle analysis of the company Tesco considers all the significant external facets influencingon the corporation. The Pestle analysis focus on the six different factors as mentioned below:Political: Political instability can influence the business by means of democratic governmentand political legislation (By and Burnes 2013). Economic: Inflation rate, rate of interest, level of employment and income also affects thebusiness operations of Tesco

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