Understanding and Leading Change: A Case Study of Vodafone and BT Group

This assignment explores the concept of organizational change management through a case study of Vodafone and BT Group, two prominent telecommunication companies in the UK. It examines the impact of internal and external drivers of change on the companies' strategies, operations, and leadership decisions. The assignment analyzes the different barriers to change and applies appropriate leadership approaches and models to evaluate the effectiveness of change management initiatives. By delving into the complexities of change management in these organizations, the assignment provides valuable insights into the challenges and opportunities associated with leading change in a dynamic business environment.

UNDERSTANDING AND LEADING CHANGE

Table of Contents
INTRODUCTION..........................................................................................................................2
TASK 1: MANAGING THE IMPACT OF CHANGE..........................................................................3
P1: COMPARE DIFFERENT ORGANISATIONAL EXAMPLES WHERE THERE HAS BEEN AN
IMPACT OF CHANGE ON AN ORGANISATION’S STRATEGY AND OPERATIONS.....................3
P2: EVALUATE THE WAYS IN WHICH INTERNAL AND EXTERNAL DRIVERS OF CHANGE
AFFECT LEADERSHIP, TEAM AND INDIVIDUAL BEHAVIOURS WITHIN AN ORGANISATION...6
P3: EVALUATE MEASURES THAT CAN BE TAKEN TO MINIMISE NEGATIVE IMPACTS OF
CHANGE ON ORGANISATIONAL BEHAVIOUR.........................................................................8
M1: ASSESS THE DIFFERENT DRIVERS FOR CHANGE IN EACH OF THE GIVEN EXAMPLES
AND THE TYPES OF ORGANISATIONAL CHANGE THEY HAVE AFFECTED...............................9
M2: APPLY APPROPRIATE THEORIES AND MODELS TO CRITICALLY EVALUATE
ORGANISATIONAL RESPONSE TO CHANGE..........................................................................11
TASK 2: LEADERSHIP DECISION MAKING.................................................................................13
P4: EXPLAIN DIFFERENT BARRIERS FOR CHANGE AND DETERMINE HOW THEY INFLUENCE
LEADERSHIP DECISION MAKING IN VODAFONE CONTEXT..................................................13
M3: USE FORCE FIELD ANALYSIS TO ANALYSE THE DRIVING AND RESISTING FORCES AND
SHOW HOW THEY INFLUENCE DECISION-MAKING.............................................................15
TASK 3: LEADING CHANGE.......................................................................................................17
P5: APPLY DIFFERENT LEADERSHIP APPROACHES TO DEALING WITH CHANGE IN A RANGE
OF ORGANISATIONAL CONTEXTS.........................................................................................17
M4: EVALUATE THE EXTENT TO WHICH LEADERSHIP APPROACHES CAN DELIVER
ORGANISATIONAL CHANGE EFFECTIVELY APPLYING APPROPRIATE MODELS AND
FRAMEWORKS......................................................................................................................19
CONCLUSION............................................................................................................................21
REFERENCES.............................................................................................................................22

INTRODUCTION
Organizations change takes place when a company creates a changeover in its current state
to reach some future desired state. In recent times, it is necessary to undergone changes in
every company as per the business environment needs and to remain competitive. Rapid
technological changes and market globalisation are some factors are some evolving issues
for businesses to respond for survival. For the purpose of this assignment, we are
considering two popular telecommunication companies in UK i.e. Vodafone and BT Group.
This assignment is based on the different drivers of change which have affected our chosen
companies and their response to these changing drivers. We will also evaluate the internal
and external drivers of change affecting the company’s leadership behaviour, team
behaviours along with individual working. Furthermore, we will discuss the potential impact
of change and the measures taken to minimize the negative impact of change. In this
assignment, we also show the impact of change on the company’s operations and
strategies. Finally, the assignment focuses on the different barriers which influence
leadership decision making and the driving and resisting forces which also influence the
decision making.
We have selected two telecommunication companies. Vodafone is a British Public limited
company, founded in the year 1991. Vodafone is a world-famous telecommunication
conglomerate headquartered at London, UK. BT (formerly known as British Telecom) Group
is also a British Multinational Telecommunication Company headquartered in London, UK.
BT Group is founded in the year 1969.

TASK 1: MANAGING THE IMPACT OF CHANGE
P1: COMPARE DIFFERENT ORGANISATIONAL EXAMPLES WHERE THERE
HAS BEEN AN IMPACT OF CHANGE ON AN ORGANISATION’S STRATEGY AND
OPERATIONS
In every company, change is undergone for betterment and survival in the highly
competitive environment. To have growth in business it is must to adopt with the
organisational changes and understand its impact on the overall company’s strategies,
processes, and operations. In the rapidly changing world of business if the business doesn't
respond to these changes it has to suffer on the part of sustainable business growth and
development (Jones and Jones, 2013). Following are the organizational changes and its
influences observed at Vodafone and BT Group:
VODAFONE
Strategies and operations of Vodafone are:
 Vodafone current strategies and operations are facing challenges in the development of
new technologies for data, video and voice transmission. In the rapidly growing
telecommunication market, Vodafone needs to adopt a strategy being a leader with its
high-speed services for internet in the UK.
 To deal with the competition Vodafone needs to adopt a differentiation strategy with
the adoption of latest technology like 4G LTE.
 Vodafone is focusing on mobile data and voice and searching a partner to cater good
broadband facilities or investing in creating own broadband services network via. LLU
either their own strategies or acquisition strategies ( Webb, N., 2013).
 Vodafone could make a strategic alliance with the BT.
Influences of the change on the Vodafone strategies and operations:
 Developed and settled a global change framework with a set of best and world-class
practice of processes and steps which will assist in change management at Vodafone.

Figure 1: Global Change Framework
Source: One Strategy, 2018
 Make employees capable enough to deal with the business restructuring: Market
changes and business has catered the company to make important reorganization in the
group functions.
 The reorganisation of global technological function: The reductions are made in the
contracts with global technology function. Affected employees are interacted through
meetings on one-to-one bases and also given an extraordinary support in the change
process (Ghezzi, A., 2013).
BT GROUP
Strategies and operations adopted by BT Group are:
 The aim is to provide and deliver the great consumer or customer experience in the
telecommunication industry with improved care with 24 hours landline faults fixing
facility. This could be possible with the reliable as well as consistent services of BT.
 The company is focussed to make an investment in five important strategic areas to
generate revenues for sustainability. This will help to underpin the operations & financial
performances along with strategies contributed towards the key performance indicators
(KPIs) (De Wit and Meyer, 2010).
 The most important strategy is to transform the costs. This could be possible through
rigorous analysis, strong governance and operate change management leadership.
Influences of the change on the BT Group strategies and operations:
 The change management at BT incorporates an incremental approach. The incremental
approach of change by BT is helpful in internal as well as external environmental

changes to be best suited to make any rapid and sudden changes in relation to
organizational culture, people, technology or financial aspect.
 The incremental strategy would allow BT to make rapid technological changes and
conditions suitable for employees. This would be a positive transformation for BT
sustainable and reliable business.
 The BT change management programmes focus on the rightsizing, total quality
management, turnarounds, cultural changes and restructuring. This needs an effective
change program with innovation and adapting to the desired changes (Bunker and
Alban, 2012).


P2: EVALUATE THE WAYS IN WHICH INTERNAL AND EXTERNAL DRIVERS
OF CHANGE AFFECT LEADERSHIP, TEAM AND INDIVIDUAL BEHAVIOURS
WITHIN AN ORGANISATION
The companies in the clothing industry are impacted by various internal as well as external
environmental factors in a positive and negative way both. The internal and external drivers
of change that impact the leadership and individual behaviour at Vodafone and BT Group
are as follows:
EXTERNAL FORCES
Governmental forces
Government rules and regulation along with interventions also influence the need for
change. The following governmental forces which could determine the organizational
change needs:
 Deregulation – It relates to the decentralization of economic intervention or power in
reducing the government intervention in the country's economy.
 Protectionism – With increased competitive pressures governments enforce few
regulations for protecting the impacted industry.
 Anti-trust laws – These laws are enforced by governments to curb the unfair trade
practices (Doppelt, 2017).
Political forces – In the ever-changing global and political scenario, the world’s economy is
also making fast change with several encounters for making an organizational change like
changes in policies, economic framework and regulations depicted in liberalization and
globalization (Kezar, A., 2011).
Economic forces
These forces impact the change management in an organization either through providing
opportunities or catering roadblocks in the path such as economic challenges or
uncertainties and increased competitive pressures (Benn, et al. 2014).
Technological forces

Technological innovation as well as advancements in the different communication
technologies and the computer-based technology, have transformed the functioning in the
organization in terms of new paths for working and new services and products and creates
the need to have change management framework for actively responding to the roadblocks
in the path of making such changes resultant from technological forces (Cummings, and
Worley, 2014).
INTERNAL FORCES
People-focused change
Here the main focus is on the people and the current existing competencies in the
organization, human resources planning, replacement of employees, their reorientation,
and structural changes. This could also include new recruitment policies in line with
technological changes (Thomson and Thomson, 2012).
Change in structure
This changes need to modify or alter the organization's structures along with overall
business design. This is a strategic step for improving the revenues and gaining the cost
advantage. These changes could be in form of decentralization, job redesigning, or
downsizing the company etc.
All of the above-mentioned forces whether internal or external affects the leadership
decisions along with the team and individual behaviours in the telecommunication business
of Vodafone.

P3: EVALUATE MEASURES THAT CAN BE TAKEN TO MINIMISE NEGATIVE
IMPACTS OF CHANGE ON ORGANISATIONAL BEHAVIOUR
Change is essential in every business organisation but many a time it could impact in a
negative way for the stakeholders of the companies. The negative impacts need be
identified in a timely manner with proper resolution and then cater towards positive
changes for the company. The following are some of the measures of actions need to be
performed for minimizing the negative impact of the organisational behaviour changes:
Enhancement in the employment participation will empower the organizational behaviour
changes by developing their positive outlook for the company and the respective change in
the company. The organisational behaviour changes must be communicated on timely bases
to the employees as they will feel a sense of belongingness towards the company they are
working in. The negative aspect of the change is seen in the attitudes of the employees in
form of resistance for such changes, to avoid this employee’s participation need to
encourage (Fishbein and Ajzen, 2011).
The effective communication strategy will facilitate the top leaders to assume the changes
and make people adjust and ready with the newly developed changes. The top leaders at
both Vodafone and BT Group need to not only make announcements and introduce
strategies but also make the employees know the impact of the change in the company.
Adequate Cultural shift planning the companies need to make adequate planning for
making the cultural shift in the company. The company planning should focus on the work
reporting structure, administrative structure, work area responsibilities, along with job
responsibilities (Doppelt, 2017). Another important aspect in making planning is to not
overlook the employee’s feelings and intuitions. This needs the objective analysis and
critical thinking to make such planning.
Knowledge of current changes the best measure for dealing with the negative impact of a
change is to be aware of such change. The companies must be aware of the idea of the
current changes in the industry and organizational behaviour. It is necessary to introduce
and implement change by making a proper assessment and understanding of the

organization's current blueprint. This will also safeguard the companies from the
changeover in a future state.
M1: ASSESS THE DIFFERENT DRIVERS FOR CHANGE IN EACH OF THE GIVEN
EXAMPLES AND THE TYPES OF ORGANISATIONAL CHANGE THEY HAVE
AFFECTED.
The following are the key drivers of change at Vodafone:
o Competitors increment
o Consumers behaviours changes
o Lack of innovation
o New technological advancement
The above mentioned changing drivers influence the Vodafone in following ways:
 The increased competition with the new entrants in the telecommunication industry
has mandates the company to have an expert of marketing and sales for dealing with
the ambiguities in the Vodafone advertising and promotional activities for altering
needed changes.
 The changing consumer behaviour and necessity of innovation in the company have
allowed the company to introduce the new technological advancements in the
company’s structure and processes through extraordinary and innovative strategies in
the telecommunication industry (Alvesson and Sveningsson, 2015).
 The technological advancements have made the Vodafone to mandatorily have an IT
strategy, outsourcing as well as working with the solution providers for dealing with
the future changes in the IT and innovation (Tompkins et al. 2010).
The following are the key drivers of change at BT Group:
 Declining sales and revenues
 Software and IT scarcity for accessing the customers’ needs and preferences
 The absence of multi-channel or multi-currency functionality
The above mentioned changing drivers influence the BT Group in following ways:

 The decreasing sales along with revenues have made the BT Group enable and develop
the innovative strategies in its telecommunication business by understanding the
consumer’s demands catering the relevant services. This will provide the BT Group to
have a larger customer base along with increased sales and profitability (Choi, 2011).
 Lack of IT teams and software have made BT Group suffer more in terms of customer
accessibility with technological ease and facility. This reason has made the group to
adopt a system for centralizing the information for its international, branch
merchandising teams, and group finance that will facilitate better access to data and
enable more informed decision making in the group.
 The business intelligence system was introduced and implemented as a result of lack of
multi-channel and multi-currency functionality of legal applications. This system has
enabled the BT Group’s staff to deliver the reports on timely bases many a time on
demand and helps them in making decisions (Liu et al. 2011). This system has also
enabled the BT Group’s management to make an analysis of information to make
informed decisions for marketing, finance, purchasing or merchandise-oriented area.

M2: APPLY APPROPRIATE THEORIES AND MODELS TO CRITICALLY
EVALUATE ORGANISATIONAL RESPONSE TO CHANGE
The Kurt Lewin Change Model is based on the three-step process i.e. Unfreeze, Change and
the Refreeze or Freeze. Which provides a high-level approach to change. The model
presents a framework for managers or leaders to device a change effort in the organization
(Connelly, 2011). The following are the three steps in the process:
Figure 2: Kurt Lewin Change Model
Source: Studybay, 2018
UNFREEZE OR READY TO CHANGE
The unfreezing stage is that level where people get perspective on their own routine
activities, unlearn the bad habits and opening up with the new ways to reach their
objectives. Fundamentally, the current processes and practices are reassessed for changing
wheels in motion.
CHANGE OR IMPLEMENTATION
The process of change could be viewed as an investment in the resources allocation and
time when the new processes and organization are rolled out and certain price need to be
paid for enhancing the structure’s effectiveness.
FREEZE/REFREEZE OR MAKING IT STICK
The change would be reached in its full effect when it is permanent. The organizational
change is certain and the structure has regained its effectiveness then efforts are made to

freeze them and ensure new organization converted in the standard. When an organization
founds its structure to have operational improvements the refreezing stage will provide
people with an opportunity to thrive in the new company and attain full advantage of
change (Shirey, 2013).

TASK 2: LEADERSHIP DECISION MAKING
P4: EXPLAIN DIFFERENT BARRIERS FOR CHANGE AND DETERMINE HOW
THEY INFLUENCE LEADERSHIP DECISION MAKING IN VODAFONE CONTEXT
Change is necessary with respect to every organization's growth and success. But, at the
same time organizations faces certain hurdles and barriers in the implementation of change.
The following are the barriers to change and their influences on the leadership decision
making at Vodafone:
RESISTANCE TO CHANGE
Employees at workplace resist changes or status quo bias. Some employees at organisations
are ready to accept less remuneration if it is stable with changes. Resistance to change
sometimes deals with political consequences. Employees in many instances think the
change will complicate their job and hence resist the changes (Rosenberg and Mosca, 2011).
This will impact the decision making at Vodafone for retaining the top talent and nurturing a
new work culture.
INDEFINITE EXISTING STATE
Every organization needs to understand the current blueprint of the company’s state. The
Vodafone’s existing systems, cultures and processes need to be known for making different
leadership decisions in line with the company’s current state of affairs suitability, if it is
unknown and indefinite this will also hinder the planned changed for the company.
INTEGRATION
Change is a complicated as well as moving target. While implementing a system at Vodafone
the processes require the assistance of change. The change in company’s structure will
impact the employee turnover and decisions making in many ways. To have long-term
changes Vodafone needs to work on the different integration points (Chesbrough, 2010).
COMPETITIVE EXTERNAL ELEMENTS OR FORCES

There are several external drivers of change at Vodafone like technological changes, market
and economic conditions, competition and other external threats. Vodafone change in
respect to some external threat may impact the decisions as may prone to a high risk of
failure for the company.
COMPLICATION
Vodafone’s is having more complex, systems, processes and cultures, which could also make
a change as a more challenging task for the company. It is a fundamental barrier to
implementing change in the company. These complications in the changes require more
thorough and extremely effective projects, quality, change management, risk and quality. In
many situations, Company’s lack the decisions making and maturity for tackling such
changes.

M3: USE FORCE FIELD ANALYSIS TO ANALYSE THE DRIVING AND RESISTING
FORCES AND SHOW HOW THEY INFLUENCE DECISION-MAKING
The force field Analysis is that situation where it equilibrium is maintained with the driving
forces of change and resisting forces of change. To implement the change an organization
has to support the driving forces or enfeebled the resisting forces. For carrying out a Force
Field Analysis we need to follow the below-mentioned steps:
STEP 1 - DESCRIBE PROPOSED CHANGE OR PLAN
Firstly, it is necessary to describe the vision or objective of change. The change proposal will
be mentioned in the middle box. Vodafone has to describe its plan and proposal of change
to be implemented in the middle area.
STEP 2 - DETECT THE FORCES OF CHANGE
The next step is to consider the various types of forces which could drive change in the
organization. These forces could be internal or external or both. The internal forces at
Vodafone comprise a decrease in the employee's self-confidence, need of improved
revenues etc. the external forces could be a change in the demographic, technological
disruptions, and unreliable operating atmosphere (Swanson and Creed, 2014).
STEP 3 - DETECT THE FORCES AGAINST THE CHANGE
This step needs to have brainstormed on the resisting forces or unfavourable change forces.
The internal resisting forces at Vodafone could be the complex attitudes towards the
existing processes, structures and culture, unknown factors etc. the external resistors or
forces could be governmental and political regulations and legislation, current commitments
etc. (Burnes and Cooke, 2013)
STEP 4 - ALLOCATE SCORES TO EACH IDENTIFIED FORCE
The next step is to assign and allocate a score to each of the forces from one to five based
on the weak and strong aspect of the forces with the level of influence.
STEP 5 - EXAMINE AND APPLICATION

In the last step, the force field analysis is completed and Vodafone could come up with two
ways out, i.e.
 Make a decision on the whether to implement the change or not.
 To make a consideration about the strengthening of certain driving forces and weaken
the resisting forces, and lastly decide upon making change extra successful.
Figure 3: Force Field Analysis
Source: Edraw, 2018
With the help of Force Field Analysis Vodafone could successfully implement the change by
ascertaining the different drives or forces of change and other resting forces against the
change. This would definitely affect the decision making at Vodafone but also facilitate with
relevant factors to implement the change in the company.

TASK 3: LEADING CHANGE
P5: APPLY DIFFERENT LEADERSHIP APPROACHES TO DEALING WITH
CHANGE IN A RANGE OF ORGANISATIONAL CONTEXTS
Change management is unfinished in absence of effective leadership. With the help of
various kinds of leadership approaches an effective change management could be placed in
the company. The following are the different leadership approaches that would be helpful
to deal with change:
SITUATIONAL LEADERSHIP
Leadership consist of two kinds of behaviour:
Directive: This behaviour makes leader tell employees in an organization what they need to
work, how they need to work, when they need to work and where they need to work along
with close monitoring of their performance.
Supportive: These behaviours in leaders make them listen, people, support and encourage
them, and then engage them in solving problems and making decisions.
There are 4 leadership styles represented in leading change model and combining them
with these behaviours to score high or low in making choices of leaders and identifying their
preferences.
There are basically four behavioural kinds which categorize leadership styles:
 Direct: This behavioural type is having one-way communication where leader at
Vodafone defines a team and individual roles.
 Coach: Here, the leader gives the direction; support and information for selling his
message and receive accept-in.
 Support: This behaviour is to work with the team and team members and sharing the
responsibilities of decision making.
 Delegate: Under this leadership, the leader passes on his major decisional
responsibilities to the team or individuals (Giltinane, 2013).

At Vodafone, the Situational behavioural leadership approach or model would be successful
to implement changes in the company as per the desired situation.
Transformational leadership
The transformational leadership is related with the routine operations of the company’s
business. It is visionary leadership having a positive and uniting influence on the employees
(McCleskey, 2014). This kind of leader possesses the following features:
 The sense of fairness along with integrity.
 Motivates others.
 Inspires employees to attain the unbelievable goals.
 The clear set of goals.
 Having extraordinary expectations.
 Facilitate assistance and emotional well-being.
 Provides recognition.
This leadership at Vodafone will be very useful in managing the change with operational
effectiveness of the leadership decisions.

M4: EVALUATE THE EXTENT TO WHICH LEADERSHIP APPROACHES CAN
DELIVER ORGANISATIONAL CHANGE EFFECTIVELY APPLYING
APPROPRIATE MODELS AND FRAMEWORKS
For understanding the leadership approaches and its extent in delivering the organizational
change at Vodafone we are using the Kotter’s 8-step model of change. The Kotter’s change
management model is the popular most model and theory in the world (Kotter, 2010). This
model is having eight stages; each stage is focusing on the main principle which is associated
with people responding to change:
Figure 4: Kotter’s 8-step change model
Source: Webster & Webster, 2018
STAGES:
 Increase the urgency: In this step, the sense of urgency needs to be created among
the employees at Vodafone for motivating them to look and move forward in attaining
their goals.
 Team Building: This step is to get the correct people on the team by making a selection
by mixing the skills, commitments and knowledge.

 Getting the correct vision: At this stage, the need is to have a correct or right vision by
considering objectives, creativity and emotional connection also and not only the
strategy.
 Communicate: Communicating change to the employees is very important and
essential part of the change management process.
 Empowering the actions: For getting things moving and empowering the needed
actions the Vodafone needs assistance to eliminate the obstacles and apply the
feedback in a productive way (Webster, 2012).
 Focus short-term wins or goals: Through focusing the short term wins and goals and
making a division of the final goals in small and achievable objectives in a qualitative
way for achieving success deprived of pressure.
 Don’t let go: It is very essential to have persistence and never give up in the change
management process however it seems a very tough task to achieve.
 Make it stick or Incorporating and sustaining change: The last stage is to implement
the change by its effective management and reinforce it as part of workplace process
and culture at Vodafone (Tools, 2011).

CONCLUSION
The change is essential for sustaining success in the competitive marketplace which could be
possible only when change is adapted on timely bases. This assignment is based on
understanding and leading change in the different organizational context of Vodafone and
BT. In this assignment, change and its impact on the organization's strategies and operations
are depicted. Additionally, the various internal and external drivers of change affecting the
team, leadership and individual behaviours are also described. The assignment also explains
the barriers to change and its effect on leadership decision making along with force field
analysis. At last, the assignment has described the leadership approaches and models to
deal with change in the organization.

REFERENCES
1. Alvesson, M. and Sveningsson, S., 2015. Changing organizational culture: Cultural
change work in progress. Routledge.
2. Benn, S., Edwards, M. and Williams, T., 2014. Organizational change for corporate
sustainability. Routledge.
3. Bunker, B.B. and Alban, B.T., 2012. The handbook of large group methods: Creating
systemic change in organizations and communities. John Wiley & Sons.
4. Burnes, B. and Cooke, B., 2013. Kurt Lewin's Field Theory: A Review and Re‐
evaluation. International journal of management reviews, 15(4), pp.408-425.
5. Chesbrough, H., 2010. Business model innovation: opportunities and barriers. Long
range planning, 43(2-3), pp.354-363.
6. Choi, M., 2011. Employees' attitudes toward organizational change: A literature
review. Human Resource Management, 50(4), pp.479-500.
7. Connelly, M., 2011. Kurt Lewin change management model. Retrieved January 2013,
from Change-Management-Coach. com: http://www. change-managementcoach.
com/kurt_lewin. html.
8. Cummings, T.G. and Worley, C.G., 2014. Organization development and change.
Cengage learning.
9. De Wit, B. and Meyer, R., 2010. Strategy: Process, content, context. Cengage
Learning EMEA.
10. Doppelt, B., 2017. Leading change toward sustainability: A change-management
guide for business, government and civil society. Routledge.
11. Doppelt, B., 2017. Leading change toward sustainability: A change-management
guide for business, government and civil society. Routledge.
12. Edraw, 2018. Full Understanding - Force Field Analysis Definition (Online available at
https://www.edrawsoft.com/force-field-analysis-definition.php last accessed on 27
June 2018)
13. Fishbein, M. and Ajzen, I., 2011. Predicting and changing behavior: The reasoned
action approach. Psychology Press.

14. Ghezzi, A., 2013. Revisiting business strategy under discontinuity. Management
Decision, 51(7), pp.1326-1358.
15. Giltinane, C.L., 2013. Leadership styles and theories. Nursing Standard, 27(41).
16. Jones, G.R. and Jones, G.R., 2013. Organizational theory, design, and change. Upper
Saddle River, NJ: Pearson.
17. Kezar, A., 2011. Understanding and Facilitating Organizational Change in the 21st
Century: Recent Research and Conceptualizations: ASHE-ERIC Higher Education
Report, Volume 28, Number 4 (Vol. 155). John Wiley & Sons.
18. Kotter, J., 2010. Kotter’s 8-step change model. Mind Tools. Retrieved from
http://www. mindtools. com/pages/article/newPPM_82. htm.
19. Liu, J.Y.C., Chen, H.G., Chen, C.C. and Sheu, T.S., 2011. Relationships among
interpersonal conflict, requirements uncertainty, and software project performance.
International Journal of Project Management, 29(5), pp.547-556.
20. McCleskey, J.A., 2014. Situational, transformational, and transactional leadership
and leadership development. Journal of Business Studies Quarterly, 5(4), p.117.
21. One Strategy, 2018. Corporate Responsibility Report (Online available at
https://www.vodafone.com/content/dam/vodafone/about/sustainability/reports/
2007-08_vodafonecr.pdf last accessed on 27 July 2018)
22. Rosenberg, S. and Mosca, J., 2011. Breaking down the barriers to organizational
change. International Journal of Management and Information Systems, 15(3),
pp.139-146.
23. Shirey, M.R., 2013. Lewin’s theory of planned change as a strategic resource. Journal
of Nursing Administration, 43(2), pp.69-72.
24. Swanson, D.J. and Creed, A.S., 2014. Sharpening the focus of force field analysis.
Journal of change management, 14(1), pp.28-47.
25. Thomson, R. and Thomson, A., 2012. Managing people. Routledge.
26. Tompkins, E.L., Adger, W.N., Boyd, E., Nicholson-Cole, S., Weatherhead, K. and
Arnell, N., 2010. Observed adaptation to climate change: UK evidence of transition to
a well-adapting society. Global environmental change, 20(4), pp.627-635.
27. Tools, M., 2011. Kotter’s 8-Step change model: Implementing change powerfully and
successfully. Mind Tools-Management Training, Leadership Training and Career
Training.

28. Webb, N., 2013. Vodafone puts mobility at the heart of business strategy:
Transformation improves performance of employees and organization as a whole.
Human Resource Management International Digest, 21(1), pp.5-8.
29. Webster, M., 2012. Successful change management—Kotter’s 8-step change model.
Leadership Thoughts.
30. Webster, V. & Webster, M., 2018. Successful Change Management — Kotter’s 8-Step
Change Model (Online available at https://www.leadershipthoughts.com/kotters-8-
step-change-model/ last accessed on 27 June 2018)