Understanding & Leading Change in Zoom Video Communication

Understanding &
Leading Change
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Table of Content
Assessment Part 1
1.0 Introduction p
2.0 An overview of the organisation and it’s change processes p
3.0 A PEST/SWOT analysis to be undertaken to identify drivers of change
p
4.1 An evaluation of the drivers and impacts of change and how they have
affected organisational strategy p
4.2 Comparing the impacts of change and the effect they have had upon the
organisation’s strategy and operations p
5.0 Evaluation of how change will have affected leadership, individuals and
team behaviour p
6.0 An evaluation of how the impact of change was minimised and the
application of appropriate models applied to plan for and process change
efficiently p
7.0 Critical evaluation of the long- term implications of change to inform
conclusions and recommendations for minimising affects of change through
effective planning and managing change, including change impact analysis
to identify potential risks of change p
8.0 Conclusion p
References p
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1.0 Introduction
Zoom video communication is a distributor of video and online messaging services which
runs on a cloud-based end-to-end software platform. Eric Yuan started this firm in 2011 in
California, USA. Throughout the COVID-19 outbreak, this was the most useful aspect and it
was utilized for work from home, corporate meetings, recruitment, online learning and online
TV and web enjoyment. Their mission is to make video chats more secure by reducing
friction. Their vision is that individuals can achieve more due to the video interactions, that
consumers, the business, colleagues and themselves are its worth and that its culture is based
on delivering joy to others. The aim of the report is to measure the effect of large-scale
change on the organization's strategy and operations. Also analyzing how the change would
affect business behaviors and using theory and models, recommend steps that would be
implemented to reduce the negative impact on the firms.
Organizational change relates to a transition in an organization's existing condition with the
goal of improving performance. These changes would involve improving an organization's
procedures and routines, reorganizing its operational structure or making a significant
adjustment in its systems. This means that organizational change aims to increase
productivity in the short term or long term. As a result, the transition should take particular
actions in order to reach specific objectives and aims. To implement the change procedure
and achieve the desired outcome, a defined plan and allocation of resources method are
necessary. External change drivers comprises of political, economic, social and technological
factors over which an enterprise could have little or no control. As the elements are possible
sources of strategic risk, they must be carefully evaluated by organization or researcher.
2.0 An overview of the organisation and it’s change processes
In 2020, the company encountered a lot of issues when executing its
application. The major worry was security, which resulted in a drop in sales and
stock. The company ran into issues as a result of undesirable individuals
collecting video conversations in order to disrupt routine operations and data
leaks. The phenomenon of Zoombombing wherein pranksters enter Zoom
meetings and display pornographic or scary videos. Zoom's standard settings are
to responsible in this case since they do not encourage meeting passwords and
allow any participant to share the screen. For resolving their issues, the
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organisation has hired multiple number of experts to increase their security and
privacy policies.
Organizational change describes the measures taken by a corporation or firm to
modify a significant aspect of its organisation, such as its culture, core
technology or infrastructure, or internal procedures. Organization design
includes the development of people, processes and structures to ensuring that
the firm's goals are met.
Phase1: The change process begins when senior management recognizes a
desire for transformation from inside the organisation. This is generally the
result of a major crisis, such as a sudden decline in sales, substantial labour
problems, or excessive labour turnover.
Phase2: An external entity is frequently recruited to propose a description of the
issue and begin the procedure of focusing organisational employees on it. If
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