Strategy into Action - M&S

Strategy into Action

Table of Contents
INTRODUCTION...........................................................................................................................1
Background of the project......................................................................................................1
Purpose of the report..............................................................................................................1
Aim.........................................................................................................................................1
Objectives...............................................................................................................................1
Part 1................................................................................................................................................1
Consultancy report..................................................................................................................1
Identifying the organization.............................................................................................................1
Company profile.....................................................................................................................1
Key strategic/ cultural issues in M&S....................................................................................2
Rationale behind the change process......................................................................................4
Key stages involved in the change process......................................................................................5
Challenges that can derail the change process.......................................................................8
Part 2..............................................................................................................................................10
Situational analysis........................................................................................................................10
Overview..............................................................................................................................10
Lewin's change management model.....................................................................................11
Overview of Lewin's change management model................................................................11
Application of Lewin's change management model.............................................................11
The McKinsey 7-s model.....................................................................................................12
Overview of The McKinsey 7-s model................................................................................12
Application of The McKinsey 7-s model.............................................................................12
Kotter’s 8 step change model...............................................................................................13
Overview of Kotter’s 8 step change model..........................................................................13
Application of Kotter’s 8 step change model.......................................................................14
Business canvas....................................................................................................................16
STAKEHOLDER ANALYSIS......................................................................................................16
SWOT ANALYSIS.......................................................................................................................16
Overview of SWOT..............................................................................................................16

BALANCED SCORE CARD ANALYSIS...................................................................................17
Overview of balanced score card analysis............................................................................17
FORCE MODEL ANALYSIS.......................................................................................................17
Overview of Force model analysis.......................................................................................17
Part three........................................................................................................................................18
Reflective writing.................................................................................................................18
Implementation of changes and Recommendations......................................................................19
REFERENCES..............................................................................................................................21

INTRODUCTION
Background of the project
Strategy is considered as a way that an organization can implement in between to the
operations and processes of the company in order to achieve a higher rate of productivity (Smith,
2016). For maintaining the popularity and productivity of the business for a longer time,
developing and implementing strategies is a basic step which involves methods, ways, tactics
etc.
Purpose of the report
The report is about discussing the strategies and the techniques that can prove helpful
enough in making modifications in the management issues that are being faced by M&S. So, it
involves the whole process of strategy change that can be involved by M&S in order to make
effective changes, thus helping the company to achieve its position back again in the market.
Aim
To analyse the techniques that can help M&S in an improvised set of strategies for the
management issues.
Objectives
 To determine the strategies for management issues.
 To analyse the implementation of the strategies in processing of operations of M&S.
 To recommend ways of analysing the impact of strategies on management issues of
M&S.
Part 1
Consultancy report
Identifying the organization
Company profile
M&S is one of the leading retailers that deal with a wide variety of the product range that
can be used in the daily routine of an individual. As there are some issues in every organization,
there are some management issues in M&S as well. Although there can be various issues that can
be classified by the major one that plays a very important role is the issue of management. It is
because due to lack of management, there are various smaller factors that are acting as a barrier
for the operations and productivity of the company. There can be various reasons that may act
responsible for the low profitability of M&S and some well known and common examples of
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this can be concluded as less motivation, improper leadership skills etc. It is because these
factors play an important role for maintaining the balance between all the functions and
operations so that M&S can be able to achieve all the targets and goals in an efficient and
appropriate way. So, the strategies that are currently implementing by the organisation can be
analysed effectively and on the basis of outputs achieved, new strategies and techniques can be
included in order to make the whole processing better enough so that the operations and the
functioning of M&S can effectively be able to achieve the goals and targets.
Performance analysis
Key strategic/ cultural issues in M&S
Strategic issues can be considered as some factors that act as a barrier for M&S that they
can keep away the operations of M&S to reach their goals and targets. There are various
strategic issues that are being faced by M&S and some of the well known factors are discussed
as under :
 The major problem that the company is facing is of low profitability and there is a
possibility that it can be because of various factors such as lack of motivation to the
employees etc. So, the company is facing a wide range of pressure because these factors
were acting as a challenge or barrier for the M&S in order to achieve their targets and
goals. There are two ways of strategic issues, external and the internal. The external
factor can be considered as the ones that makes involvement of external factors to stop
the productivity of the company whereas the internal factors are the ones that M&S may
have to face challenges because of the internal factors only (Haegdorens, Monsieurs and
Van Bogaert, 2018). There can be various factors associated with the issue of low
profitability and some common factors that can be termed responsible for it involves less
motivation to the employees, lack of leadership skills etc. It is because when the
employees are working hard enough so that the organisation can be able to achieve the
outcomes, it is obvious that they will expect some sort of benefits from the company's
side. Therefore, some benefits such as increments, incentives etc. play a major and
important role so that the employees can also stay focused, thus it can help the company
to achieve all the outcomes and targets at a faster rate.
 Another strategic issues that M&S is going through is lack of motivation to the
employees. It is because encouraging and motivating employees from time to time is very
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important to keep them happy. As customers are an important part of the organization,
employees are also important enough. So, it is very important to keep them happy so that
they can be able to maintain their focus on the operations and functions of the company,
thus leading to achieve better objectives and thus, further higher rate of popularity and
productivity as well. Encouraging employees can actually help M&S to stay happy and
thus, focused towards the operations of the company so that they can be able to achieve
all the targets and goals at a much faster rate.
 Another strategic issue that M&S is going through is the lack of customer management. It
is because somewhere M&S is no able to cope with the requirements and needs of the
customers. There is a wide communication gap that can be considered as a result of the
same. It is because for an organization, it is very important to know what he customer
actually wants because customers play a very important role in maintaining the
productivity of the organization. So, somewhere M&S lacks in the fact that what the
customer's requirement is. As here is a very less amount of interaction between the
management and the customers, so there may be the possibility that it acts as an equal
reason for the low profitability of M&S. Therefore, M&S can ensure about involving
proper preventive measures so that they can have a direct interaction with the customers
without any sort of mediator etc. As a very well known example of this can be considered
as the action of taking feedbacks from the customers. It is because when M&S will
ensure taking feedbacks from the customers after ever deliver or purchase, they can tell
them ha what are the factors that are no liked by them, so proper effective changes can be
involved in order to replace and modify what is required, so that the customers can stay
happy (Thompson and Newsome, 2016). Also, by this way, the customers will also
consider the fact that they are an essential part of the company, which helps in
maintaining their focus on the operations of the company at a better rate. So, an efficient
amount of relationship between the customers and management is very important.
 Another strategy issue that can be considered as a well known factor tending to the low
profitability of M&S is less innovation to the products and services. It is important to
classify because it is obvious enough that the customers also need some change in their
lives. So, if M&S will continue the processing of the same products and services for a
large time, this will surely bore the customers. It is because customers also want
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