Understanding and Leading Change in TESCO and Marks & Spencer

This report discusses the impact of change on TESCO and Marks & Spencer, drivers of change, PESTLE and SWOT analysis, comparison of drivers of change affecting each organisation and its leadership and behaviours, and evaluation of long term implications of drivers of change.

Understanding
and
Leading Change

Table of Contents
INTRODUCTION...........................................................................................................................3
MAINBODY....................................................................................................................................4
PART - 1..........................................................................................................................................4
Discussing overview of each organisation and the type of change they went through...............4
Discussing PESTLE and SWOT analysis to identify the external and internal drivers of
change.........................................................................................................................................6
Comparison of The Drivers of Change Affecting Each Organisation and Its Leadership and
Behaviours...................................................................................................................................8
Evaluation of Long Term Implications of Drivers of Change...................................................9
Recommendations to Aid Effective Planning For Change and Its Application........................10
CONCLUSION..............................................................................................................................11
REFERENCES..............................................................................................................................12
INTRODUCTION.........................................................................................................................13
MAIN BODY.................................................................................................................................13
PART – 2 ......................................................................................................................................13
Brief introduction of the case study of the organisation...........................................................13
Discussing and implementing force field analysis to determine both drivers and resistance
forces and how they influence decision making.......................................................................13
Recommending course of action in to meet organizational objectives. ...................................15
Critical evaluation of different leadership approaches and models of change management to
deal with change........................................................................................................................16
CONCLUSION..............................................................................................................................19
REFERENCES..............................................................................................................................20

INTRODUCTION
Organisational change refers to the overall actions initiated by a business in order to alter
its major components such as its culture, the underlying technology or its infrastructure in its
operations along with its internal process. In order to deal with change business's focused on
organisational management with consists of various methods that help the business to leverage
changes in order to ensure that there is successful resolution. For the following report TESCO
along with Marks & Spencer are taken into consideration. The following report will consist of
the overview of the chosen organisations and discussing the overall impact of changes on its
strategies and operations. In addition to this the report will evaluate the drivers of change that the
affected organisation behaviour.
MAINBODY
PART - 1
Discussing overview of each organisation and the type of change they went through.
Types of organisational change:
There are various types of changes that an organisation implements relative to the
situation they encounter. These changes are necessary for the business in order to be competitive
ion the market and ensure long-term growth (Adyana and Hanani., 2020). Given below are some
types of organisational changes that business adopt to in order to introduce changes in the
organisation:
Organization wide change:
This type of change refers to when an organisation wants to implements changes at a
large scale which affect the whole organisation. The changes can include overall alteration is
business strategies, introduction of new policies and implementation of new technology.
Transformational change:
This type of change if focused on a specific organisational strategy. Companies that are
best suited to withstand rapid changes in their particular industry are adaptable and prepared to
transform their overall game plan when need arises.
Unplanned change:
This type of changes is defined as a crucial step that an organisation has to implement in
order to deal with sudden and uncertain situations. These changes refer to steps that are triggered

by certain events and make it vital for the organisation to introduce important changes in order to
survive in the market.
Overview of TESOC:
TESCO is a British multinational groceries and general merchandise retailer
headquartered in Welwyn Garden City, UK. The organisation is the world's third largest retailer
in the terms of gross revenue. In addition to this is is the ninth largest in the world in the measure
by revenue. The organisation has shops in over five countries and is considered a leading brand
in the European market relative to groceries with a market share of over 28%. the situation of
Brexit had a great impact on the operations of the business. The situation caused negative impact
on the supply chain process of the organisation. The negative impact forced the organisation to
make necessary changes within its operations in order to stay competitive in the market and
maintain its market position. Given below are the impact of Brexit on TESCO relative to
changes:
Disrupted supply chain: The situation of Brexit had a great impact on the supply chain strategy
of the organisation due to changes in trade tariffs. This resulted in constricted supply of products
and service to the organisation negatively impacting its business strategy.
Increased prices: The situation of Brexit resulted in attaining supplies for other supplier
resulting in increased operation cost. This impacted the overall pricing strategy of the
organisation as they had to increase the process of their products to be competitive in the market.
The organisation of TESCO went under the change type of organisational wide change as
they implemented various new policies along with introduction new technology in order to keep
the prices of their products low and be completive in the market.
Overview of Marks & Spencer:
Marks & Spencer is a major British multinational retailer with headquartered in London,
UK. The organisation specializes in selling clothes, home products along with food products.
The organisation was established in the year of 1884 and since then that currently established
over 900 stores across UK. The organisation focuses upon selling its food products through its
well structured advertising and asserts is exclusive nature along with luxury in its food and
beverage products. The organisation had to introduce various changes in its overall business
process due to the Situation of COVID – 19 as it impacted the overall workforce of the
organisation. This situation impacted various departments of the business and disrupted their

functioning. Given below are the impact of COVID – 19 that caused changes in the organisation
of Marks & Spencer:
Disrupted workforce: The situation of COVID – 19 and the restriction that came with it cased
disruption in the workforce of the organisation and negatively impacted its human resource
strategy. This is due to government restriction along with loss of life in COVID – 19 pandemic.
Loss of customer base: The organisation had a negative impact of COVID – 19 on its business
strategy as the restriction of the pandemic saw decreased in customer base resulting in low
generation of sale for the organisation.
The organisation of Marks & Spencer had unplanned type of change as it was impacted
by a unseen event of COVID – 19 pandemic and had to makes sudden changes to their
organisation culture as well as strategies in order to survive the situation and be competitive in
the market.
Discussing PESTLE and SWOT analysis to identify the external and internal drivers of change.
It is crucial of an organisation to understand its internal as well as external business
environment in order to identify various changes that can impact the organisation. Framework
such as PESTLE analysis allow and organisation to understand various external factors that can
influence the operations of the business. In addition to this organisations can utilize SWOT
analyses to identity internal factors that provide insight upon the overall strengths and weakness
of the organisation along with its threats and opportunities (Desai., 2019). The utilization of
these analysis are vital especially during changes in an organization in order to be effective in
implement g necessary changes and ensure they are effective in their overall purpose. Given
below are the PESTLE and SWOT analysis of TESCO along with Marks & Spencer:
PESTLE analysis:
Political: The organisation of TESCO was greatly impacted by the political driver as due to the
situation of Brexit new trade tariffs were implement. These new tariffs cased disruption in the
supply chain of the organisation. For the organisation of Marks & Spencer the key political drive
were the government rules and regulation implement by the government resulting in loss of
customer base as well as negatively impacting the workforce of the organisation (Prurapark and
Asavaritikrai., 2020).
Economical: The key driver for change relative to the economical factor for TESCO was
increase in the overall price of products due to disrupted supply chain cased by the situation of

Brexit. For the organisation of Marks & Spencer the key drive of change was loss of customers
as well as the decrease in the overall purchasing power of customers as a negative impact of
COVID – 19 situation.
Social: In the social factor of the external environment decrease in the satisfaction level of
customers was a key driver of change for the organisation of TESCO due to Brexit. This is due
to the organisation not being able to provide products and services at low cost. For the
organisation of Marks & Spencer key driver of change in COVID – 19 situation was decrease in
the overall customers base due to pandemic restrictions.
Technological: The key technological change for the organisation of TESCO was establishing
new supply chain which is effective and efficient in its overall process. For the organisation of
Marks & Spencer the key driver of change was ineffective communication with its workforce
due to COVID – 19 pandemic restriction (Helmold., 2020).
Legal: The organisation of TESCO had various key change due to legal factors such as
development of its policies relative to the new laws due to Brexit and ensuing all laws are
implemented. For the organisation of Marks & Spencer the key driver of changes focused upon
ensuring all legal requirements are being met relative to employee welfares and safety in the
situation of COVID – 19 pandemic.
Environmental: The organisation of TESCO had key drives of changes in its environmental
factor due to the situation of Brexit as the organisation has to ensuring implementation of specify
environmental law in order to run its business operations. For the organisation of Marks &
Spencer the COVID – 19 situation brought in the key driver of change for the business relative to
ensuing its employees are safe from the external factors that can negatively impacts is workforce
(Wu., 2020).
SWOT analysis:
TESCO
Strength Weakness
 The organisation has a large market
share that enable them to withstand
uncertain situations effectively.
 The organisation has loyal customer
base that allow the business to attract
 The organist has a weak supply chain
which is easily affected by external
business environment changes.
 The price of its products and service are
easy affected through unseen situation

customers in an optimal fashion. reducing the profitability of the
company.
Opportunity Threats
 The organisation can focus on
implementing new advance technology
in order to have effective production of
product in order to reduce cost.
 It can focus on establishing new
relations with reliable suppliers.
 The organisation has a constant threat
of dynamic external environment.
 The existing competition is the market
is a threat for the organization.
Marks & Spencer
Strength Weakness
 The brand image of the organisation is
positive enabling them to attract large
number of customers.
 The organisation has a effective supply
chain improving their productivity.
 The human resource function of the
organisation are weak resulting in low
level of performance.
 The organisation has ineffective
communication channels that resulting
in miscommunication of information.
Opportunity Threats
 The company can use advance
technology in order to improve its
communication with employee.
 The organisation can focuses on
enhancing its online market.
 Exiting competition in the market are a
constant threat for the company.
 Unsatisfied employees can cause a
thereat of increase in turnover.
Comparison of The Drivers of Change Affecting Each Organisation and Its Leadership and
Behaviours
Since the start of the pandemic, the lives of people as well as the organisations has
changed, and same is the case with Marks and Spenser. The corona virus pandemic has placed

the businesses and their owners in the immense need for changes. The massive, unpredictable
and quick outbreak of this has put fear among the employees as well as the shareholders and
made it challenging for the leaders to respond (Downey, 2021). An unexpected sequential
outbreak of this pandemic in a enormous area and with sentient speed has resulted in
disorientation and loosing of control of management and activities of Mark and Spenser. This
also brought up a strong emotional and social disturbance in the lives of people and the
employees who has faith on the organisation. During this pandemic the predetermined and
forecasted sets to tackle challenges may fail, as this pandemic required the leaders to response
quickly with wide range of continuous actions (Blair And et. al., 2020). The leader's behaviours
was changed beyond the regular continuous actions such as adoption of new policies such as
'work from home', adopting new tools to aid 'strategic collaboration' and many other changes to
tackle the situation.
Whereas, the UK based retails were left bare hand to scramble their profits leaving
countless management teams with no choice but only rethinking their supply chains. Same thing
happened to TESCO, it needed to change according to the expected changing and further
increasing costs of supply chain. The company needed to change according to the changes in
trade policies, consumer behaviour, changing competitors policies, fluctuating wholesale
demands along with maintaining its profits. TESCO leaders has to manage the change to keep up
with their overall profits and have access to the supply chain continuously with the rise in prices
due to inflation. The main challenge for the company leaders was to keep the prices of the
products stable even in the scenario of the inflationary conditions due to Brexit (Muldowney,
Brown and Bradley, 2020). TESCO smartly observes and carefully monitored these changes in
the trends and habits, in order to negotiate with the suppliers to traitor procurement of the most
essential products. They should also explore increasing in-store promotions and create alluring
low value bundles in high vales, this helped them to persuade customers to purchase these
products and create healthy margin.
Evaluation of Long Term Implications of Drivers of Change
The crisis illustrated the need for immediate changes and improvement in the slow
changing retail industry (Girrell, 2021). The changes has positive as well as negative impacts on
the business.

Positive Impacts that can be seen were -
 Management became more effective
Swiftness in Decision Making
Advantages of Strategic Relationship
Reinvented Shopping
Improvement in Consumer Services
Negative Impacts that aroused were -
 Hindrance in Regular Activities
 Fall in Overall Outputs and Profits
 Employee Turnovers
 Increase in overall Costs
 Lowering of Supply Chain Efficiency
 Decline in flexibility of operations
The management delegated the authority and responsibility among smaller teams to
create bigger actions and decisions helped to manage bring swiftness through delegation of work.
The effective planning and strategic relations with Microsoft has enhanced the working and
support of the organisation. Social distancing lead to shift in the ways of shopping and the
company moved towards digital marketing and increase turnover enormous.
Impacts of Brexit on the retail business of TESCO were also many that affected the
overall business activities and management. The reactions to the changes of Brexit by the
company were the indicators of company's resilience and ability to rebound in the mid of strong
headwinds imposed by Brexit (Salinitri, 2020). These impacts of Brexit on TESCO are listed
below:
 Tariffs and Distractions
 Inflationary Conditions
 Breaking down of Supply Chain
Recommendations to Aid Effective Planning For Change and Its Application
The Marks and Spenser could use wholistic change management approach, with the best
practices from varied sectors to address the short term needs of facing and tackling the
unanimous situations. Organisations leaders need to actively coach their workforces through the
stages of the curve and pull them form the valley of disappointed to improve their morale and

productivity during COVID. The organisation needed to show and produce changes in their
practices for planning the changing scenario, which is given below:
 Bringing Resilient Leadership in Action
 Central Response Office Activation
 Partnering with Strategic Alliances
 Communicate Frequently
 Blend Learning Strategies and Opportunities for Their Employees
 Bring New Innovations in Working Such as Digitalisation
Particularly, Brexit has caused massive difficulties to retail industry and retailer's
business operations in many ways. The company has seen a drop of approx 23 percent sin the
corporation's profit after the full indecent of Brexit To tackle the challenges of Brexit TESCO
could consider using Kotter's 8 steps model of change. This will help TESCO to adapt quickly to
the changes and industrial fluctuations that were continuously formulated by Brexit. The steps to
win in the situation of Brexit are increase urgency, build guidance teams, develop vision,
communicate buy-in, empower action, create short term plan, don't let-up, make changes
permanent(Standing, 2021).
CONCLUSION
In the following report it has been a comparison of two organisations that went through
different changes. On the one hand, where an company went through the changes due to Brexit
has been analysed with the analysis tools Pestle and Swot. Whereas the another company that
faced the challenges was analysed with the same analysis methods. Both the organisations were
affected by the changes caused de to the specific problems arisen. In this report it has been also
understood that how the leadership and management of this organisation has been affected by the
various situations. Moreover it has been understood that company needs to make changes in its
policies and behaviour to tackle these situations. For the purpose of solving these problems and
improving efficiency the organisations, Kotter's Change model and wholistic approach of
management are being understood in the report.

REFERENCES
Books & Journals:
Adyana, A. A. and Hanani, A. D., 2020, September. SBH strategic planning of new business
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Pandemic on Commercial Contracts. Available at SSRN 3612937.\
Desai, C., 2019. Strategy and strategic management. In Management for Scientists. Emerald
Publishing Limited.
Downey, M., 2021. Extraordinary Circumstances and Extraordinary Writs: Equitable Tolling
during the COVID-19 Pandemic and Beyond. Available at SSRN 3892830.
Girrell, R.J., 2021. No Longer Servants, but Friends: Toward a Relational Approach to Spiritual
Leadership Development (Doctoral dissertation, Garrett-Evangelical Theological
Seminary).
Helmold, M., 2020. Lean Management as Part of the Corporate Strategy. In Lean Management
and Kaizen (pp. 45-55). Springer, Cham.
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Current and Future Trends (pp. 83-92). Springer, Singapore.
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Biteback Publishing.
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Atlantis Press.

INTRODUCTION
Leadership refers to the ability of an individual or a group of individuals to influence
others and guide them by providing effective and efficient directions and methods. Leadership is
crucial for an organisation when implementing changes as effective leadership allows an
organisation to minimize factors that can negatively impact the overall operation of the business.
The following report will focus on the case study of Marks and Spencer. In addition to this it will
include different barriers for changes and how they influence leadership decision along with the
utilization of force field analysis to analyse the drivers and resisting forces. Moreover, the
following report will consist of different leadership approaches and how they deal with change.
MAIN BODY
PART – 2
Brief introduction of the case study of the organisation.
The organisation of Marks & Spencer had to implement various changes within their
organisation due to the situation of COVID – 19 pandemic. These changes have had a massive
impact on the overall operation of the organisation which have altered how their business
activities are performance. In addition to this the pandemic situation has negatively impacted
their market positing due to decrease in customers base as well as probability.
Discussing and implementing force field analysis to determine both drivers and resistance forces
and how they influence decision making.
There are various barriers to change that an organisation has to encounter. These barriers
can cause hindrances in the operations of the business. These barriers influence on the overall
decision making of leadership (Chukwusa., 2018). In context to Marks and Spencer, the situation
of COVID – 19 introduced various barriers to change relative to the employees of the
organisation. Some of these barriers are mentioned below and how they influenced the decision
making of the leadership.
Negative employee attitudes:
The management of Marks & Spencer faced negative employee attitudes when
implementation strategies relative to work from home in order to follow COVID – 19

restrictions. This influenced that decision making of the leaders in the organisation as they had to
develop new strategies to enhance employee engagement.
Ineffective communication:
The management of Marks & Spencer encountered ineffective communication barrier
when implementing changes in the organisation. This caused miscommunication of valuable
information and reduced efficiency (Golensky and Hager., 2020). This barrier influenced the
overall decision making process of the leaders as they were not able to understand the
perspective of their employees.
Lack of experience:
The management and leaders were not experience to handle the unseen situation of
COVID – 19 pandemic. This caused disruption in communication leading to delay in
implementing necessary changes. This influenced the overall decision making process of
leadership due to low productivity and ineffective implementation of plans.
Failure to involve employees in the change process:
The management and leadership at Marks & Spencer had a major barrier to change
relative to their inability to involve employees in the overall decision making process in the
situation of COVID – 19 pandemic. This make the decision making process of leadership
ineffective leading to hindrance related to productivity and communication with employees.
Implementing force field analysis:
The force field analysis provide an organisation assistance in their business decisions.
The analysis works in the context of strategic planning, implementation or change management.
In context to Marks & Spencer, the framework will allow the organisation to effectively identify
force in favour of the decision and forces against the decisions. Given below is the force field
analysis of Marks & Spencer:
Step 1 – Describing proposed change:
The management and leadership of Marks & Spencer propose the change relative to their
employee in order to keep the perforce and productivity of employee's maintained when working
from home due to the COVID – 19 pandemic (Grillo and Barreau., 2020). This proposed change
in necessary in order to be competitive in the market and keep business operations running
efficiently.

Step 2 – Identifying forces for change:
There are various key factors that are in favourable of changes such as the change will
allow the management to have effective operations while keeping their employees safe during
the COVID – 19 pandemic restriction. In addition to this it will allow the organisation to
establish better communication channel for optimal transfer of information.
Step 3 – Identifying forces against change:
The organisation will face various issues that will be against the changes proposed such
as resistance from employees, lack of employee engagement. These factors will have a negative
impact on the decision making of leaders relative to the changes proposed.
Step 4 – Assign Scores:
This aspect of force field analysis focuses on the viability of both the forces for change
along with forces against change that help the organisation to reach a point enabling them to
makes a suitable decision (Levasseur., 2017). The leadership of Marks & Spencer should focused
on force of change as they provide the business various benefits enabling them maintaining high
performance and productivity in the situation of COVID – 19 pandemic.
Step 5 – Analyse and apply:
From the above steps it is analysed that the leadership at Marks & Spencer should apply
the proposed changes as it will allow the organisation to effective over the situation of COVID –
19 pandemic along with the ability to improve upon their employee engagement. This will
enable the business to keep its performance as well as productive high.
Recommending course of action in to meet organizational objectives.
It is crucial for the management and leadership of Marks & Spencer to have effective
employee engagement as it will enable them to implement the proposed changes in an efficient
as well as optimal manner. The positive employee engagement will allow the organisation to
negate issues related to change and ensure that business operations function smoothly (Rohmah
and Subriadi., 2020). Given below is a course of action relative to force field analysis that will
help the organisation to meet its objective:
Development of effective communication channels:
The management and leadership of Marks and Spencer will require to establish a clear
and transparent communication channel when per and post implementation of the proposed

changes. This is crucial in order to understand the perspective of employees relative to the
concept of work form home as it can be complex in nature.
Involving employees In decision making process:
The organisation and its leadership will have to focus upon involving employees in its
decision making process in order to ensure employee are aligned with the proposed changes
along with their view point (Salehzadeh., 2017). This will allow the leadership to understand
concerns of their employees and take necessary steps to avoid hindrances.
Developing effective employee engagement plan:
The management will have to focuses on developing an effective employee engagement
plan that will focus on prioritizing employees opinions and provide necessary rewards for their
involvement in the change process. This will ensure that the workforce is on the same mage as
the organisation relative to the implementation to change.
Critical evaluation of different leadership approaches and models of change management to deal
with change.
There are various leadership approaches and models that the management at Marks &
Spencer can utilize in order to ensure that the proposed changes are implement in an effective
manner. This will allow the organisation to keep its business function operational as well as
productivity. Given below are various leadership approaches and models that can provide Marks
& Spencer assistance when implementing changes:
Types of leadership theories:
There are various types of leadership theories which can be adopted by the leaders of an
organisation in order to ensure that the leaders are able to provide suitable and appropriate
guidance along with direction to employees relative to their work. In addition to this effective
leadership theories allows the leader to ensure that employee's are not reluctant to change and
proposed changes are implement in an optimal fashion (Tang., 2019). Given below are various
types of leadership theories:
Autocratic leadership:
This leadership theory pays emphasis to the overall con troll of a leader relative to their
subordinates. The leaders in their theory make all the decisions and do not involve employee's in
the decision making process. This leadership theory is inflexible and not suitable for organisation
with dynamic changes.

Democratic leadership:
The leaders in that adopt this form of leadership theory are more open to taking opinions
of their employees. These leaders believe in involving employees in the decision making process
in order to solve organisational issues in an effective manner.
Situational leadership:
The leaders that adopt this from of leadership theory focus on adapting their leadership
style according to the situation they are presented with . This allows the leader to take effective
measures that will allow them to take appropriate and suitable decision for the organisation as
well as its employee's.
In the case of Marks & Spencer the situational leadership theory will be effective in the
situation of COVID- 19 pandemic. The theory will allow the leaders to take effective decisions
and enable them to have positive relation with employees by involving them in the decision
making process. This will allow the leader to solve complex problems in an efficient manner.
Kotter's 8 – step model:
The Kotter's 8 step model will allow the leadership and management to increase the
ability of individual to change and improve the overall changes of success (Wildavsky and et. al.,
2018). Given below is the Kotter's 8 step model in context to Marks & Spencer which will allow
it to implement change effectively:
Creating a sense of urgency:
The leadership has to focuses on developing a sense of urgency relative to both the
management and employees in order to align the organisation regarding the changes proposed.
Putting together a guiding coalition:
This step involves leader to develop a team with necessary skills, qualification along with
connection to focuses on change efforts and influence stakeholders.
Developing vision and strategies:
This step involves the leader to create a effective vision in order to direct the initiative to
develop effective strategies that will help in implementing changes effectively.
Communication the change vision:
It is crucial for the leader to communicate vision as well as strategies in a manner to
encourage rest of the organisation to support the proposed change initiative.
Remove barriers to action:

The leader must implement suitable actions in order to eliminate barriers such as
insufficient process and resistance to change by employees.
Accomplish short-term wins:
The leader has to focus on attaining short-term goals in order to keep employees motived
and keep the momentum going relative to changes.
Build on the change:
The leader should focuses on implementing the changes when the whole organisation is
aligned with the initiative in order to be successful.
Make change stick:
The leader must focus on altering organizational norms, values along with reward system
in order to keep the change initiative effective and efficient in its purpose.
Lewin's change model:
This model of change will allow the leadership of Marks & Spencer to initiate change
through three steps of the models that will allow the organisation to create the perception of
change needed in order to move toward new desired levels to finally solidify the new norms and
procedure (Zhitlukhina and et. al., 2018). Given below are the three steps of the model in context
to Marks & Spencer:
Unfreeze:
This stage of the model will require the leader to prepare the organisation to accept the
new changes being introduced by highlighting issues and supporting evidence for change. The
leadership will also be requires to develop a new vision and strategy for the organisation to
ensure changes are understand and accepted.
Change:
The leadership of Marks & Spencer will have to focus upon making the new proposed
changes clear to the organisation and employee's. This will ensure that the individuals in the
organisation accept the changes and move towards implementing them. This will allows the
organisation to improve its performers and productivity relative to the changes.
Refreeze:
The leadership of the Marks & Spencer will need to focus on maintain the changes in the
organization which will help employee to embrace the initiative (Zhu and Zhang., 2020). This

will allow the leader to establish stability in the organisation and ensure that the changes are
performing optimally in their intended purpose.
CONCLUSION
From the above report it is concluded that, effective leadership plays a crucial role in
ensuring that change within an organisation is accepted and implement in an optimal manner.
There are various theories and approaches that a leader can utilize in order to ensure that the
decision that are being take relative to changes are suitable and appropriate not only for the
organisation but of the employees as well. This ensures that barriers to change are negated
resulting in high level of performance and productivity regarding the changes.

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