Strategic Change & Growth: Al Amal Polyclinic Change Management

This case study delves into the dynamics of change management within Al Amal Polyclinic, a prominent private healthcare group in Saudi Arabia. It identifies two key areas for change: business expansion and the incorporation of a performance management framework. The analysis utilizes the ADKAR model and Kotter’s eight-step change model to propose strategies for successful implementation. The study highlights the factors driving the need for strategic change, including external environmental influences and internal performance gaps. It also evaluates the resource implications of not responding to these changes, emphasizing the importance of financial and human capital. Furthermore, the case study discusses the roles of stakeholders and strategies to overcome resistance, providing recommendations for Al Amal Polyclinic to effectively manage and implement these crucial changes to enhance its services and employee performance. Desklib provides access to similar solved assignments and past papers.

Running head: CHANGE MANAGEMENT
Change Management
Name of the Student
Name of the University
Author’s note

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Executive Summary
The purpose of this assignment is to provide an understanding of the factors and the dynamics
associated with change management in a business organisation. In order to conduct the study, Al
Amal Polyclinic has been chosen as an organization to build the case study. Two change
management models have been chosen ADKAR model and Kotter’s eight-steps in order to base
the change management study. The two changes that are recognized to be implemented in the
company are expansion of the business and incorporating performance management framework
in the process of business.

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Contents
1. Introduction..................................................................................................................................3
1.1 Overview of Al Amal Polyclinic...........................................................................................3
1.2 Background to change...........................................................................................................4
2. Need for change in the Organization...........................................................................................4
2.1 The factors that drive the need for strategic change..................................................................7
2.2 Critical evaluation of the resource implications for not responding to these changes..........8
3. Two change management models................................................................................................9
ADKAR model of change management......................................................................................9
Kotter’s 8-step change model....................................................................................................12
3.1 Evaluation of the relevance of these models in the chosen organization............................14
4. Change management strategy....................................................................................................15
4.1 Role of the stakeholders.......................................................................................................17
4.2 Strategies to overcome resistance........................................................................................18
5. Recommendation and conclusion..............................................................................................18
7. Reference List............................................................................................................................20

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1. Introduction
Any business organisation operates in two environments, internal and external. The
company can manage the internal factors of the company but in order to overcome and use the
dynamics of the external business environment the company requires strategic management
approaches. There are several academic researchers who have developed concepts and models of
strategic management in various aspects (Hayes 2018). Change management is a part of strategic
management as an organisation is expected to develop and grow keeping the factors of the
external environment aligned. Change management is the process by which companies take
decisions based on logical reasoning in order to initiate and implement change in anticipation to
receive positive outcome (Hayes 2018). Change is initiated by a company to improve the
existing circumstance, improve the performance, and understand and employee the scope of
growth and development. In order to understand the implications of change management in a
polyclinic of Saudi Arabia this assignment is undertaken.
1.1 Overview of Al Amal Polyclinic
The company was established in 2000, and over the years the company has garnered
considerable goodwill in the industry among the stakeholders but providing the clients with high
quality services. It is now one of the largest private healthcare groups in Saudi Arabia. The
company has incorporated change and development with the help of innovation in order to
provide the customers with specialized services in various categories. The employees are
considered as one of the major strengths of the company. The management is focused on the
quality of the services that they provide their customers in order to ascertain their growth in the
future. The company operates on several values and principles like ethics, quality, diversity,
empathy which make up the culture of the company (Alamalclinic.com 2018).

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Mission of the company
To provide a wide range of high quality health care services which is aligned with the needs and
requirements of the people of Saudi Arabia and other GCC countries.
Vision of the company
To maintain premium quality health care services at an affordable price and also to keep up with
the international medical standards (Alamalclinic.com 2018).
1.2 Background to change
Change in implemented in the company in order to grow and develop the process and
services. As the organisation strive to meet the needs and requirements of the customers, they
keep on implementing and initiating changes in the technology used, procedures in general as
well as in order to provide a platform to improve the performance of the employees. Change is
also implemented in the company in order to keep the process aligned with the international
standards of health care services (Hayes 2018).
2. Need for change in the Organization
The factors in the external business environment are also the reason the company has to
keep changing. Factors like Politics, economy, society, technology and legal impact the strategic
management decisions taken by the company (Langley et al. 2013). The management of the
company is in constant analysis of these factors so that they can recognize a scope for
improvement, mitigate any risk, work on the strengths in order to meet the threats in the
environment etc. The strategic decisions taken by the management of any organisation is based
on the objectives that are set (Van der Voet 2014). Depending on the resources that the company

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has the management takes decisions of change (Cabrey et al. 2014). Change can be initiated in
the process or a change in the product or service portfolio. Al Amal is an organisation that has
the opportunity of expansion of the services they provide, as a polyclinic there are a wide range
of services that the company can adapt. As a new company there is need for changes in order to
expand and improve the services of the company (Matos Marques Simoes and Esposito 2014).
Though Al Amal is an organisation that has been trying to incorporate a number of
services in their portfolio, there are a number of others which are yet to be added. The company
has a number of opportunities in terms of expansion of the service and this requires a big
investment. In order to expand the services the company will require resources in terms of
technology, space and people along with several other aspects (Helfat and Martin 2015). The
process of expansion of the services is changes that will help the company reach out and meet
the requirements of the customers better as it will be easier for them to find require service under
one roof. As a company which can be placed in the growth stage, change is a part and parcel of
the management. With the help of change in various aspect of the company not only in the
services the company can achieve the objectives and cater to the customer’s requirement
(Alamalclinic.com 2018).
The human resource department in any organisation is an essential part of the business
process. The role of the HR department is not only restricted to hiring of people but also extends
to anything associated with the people of the organisation. Al Amal also needs to employee
management changes in the process of the company, first of all it is important to focus on the
performance management of the employees so that they can improve and develop in their career
along with the company. Managing the performance of the employees is an essential part of the
human resource department. It ensures motivation among the employees as well as bestows trust

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in the company. The performances of the employees are directly responsible for the reputation of
the company as this is a service oriented organisation it is essential for the employees to ensure
customer service. The performance management is a significant part of Human resource
department in an organisation. It not only maintains transparency among the management and
the employees but also motivates and encourages the employees to perform well. One of the
roles of the human resource department of any organisation is to align the interest of the
employees with the objectives of the business. Hence the change that the company needs to
employee in the operations of the business is to introduce a performance management
framework. This will not only help the company to promote and appraise the employee but also
help the employees to understand their strength and weaknesses as well. Performance
management implementation will also help the employees to understand their prospect in the
company as well as improve their shortcomings.
These two aspects of the business are chosen for change as the company is relatively new
and in a very short period of time has gathered a good reputation among the customers and other
stakeholders, the company has the resource and the opportunity to expand the service portfolio
which will also help the company reach out to the target market better (Matos Marques Simoes
and Esposito 2014). On the other hand, it has been recognized that the company understands that
the employees are an important asset and are the resource that is involved in developing a
valuable relation with the customers. Therefore in order rot keep the people motivated and to
encourage their work as well as help them develop in the specialization. With performance
management framework implemented in the process the company can communicate better with
the employees as well as recognize the areas where they need training and development (Helfat
and Martin 2015).

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2.1 The factors that drive the need for strategic change
The company operates in the health care segment, the industry is dynamics and has
developments in the field very often therefore to be at par with the changes in the industry as
well as incorporate development in the organisation strategic change is necessary. However there
are some of the factors in Al Amal Polyclinic that drive the need for the implementation of
change.
Strategic decisions: the objectives of the company are important strategic management decisions
and the company strives to achieve these objectives, in order to be successful in achieving these
objectives the company has to initiate changes in the business operation. For example: if the
objective of the business is to grow the business by 6 percent during the next financial year, the
company has to implement growth policies in terms of service and product portfolio
development (Cabrey et al. 2014).
Internal business environment: The factors in the internal business environment have its own
dynamics which the company has to implement. These factors are associated with events,
factors, people, systems, structures, and conditions inside the organization that are generally
under the control of the company. The company has to implement changes in the process in
order to utilize the factors as the strength.
External factors: as discussed above the trends in the industry and the factors of the external
business environment impact the change management decisions taken by the company. The
opportunities and threats in the industry are recognized with the help of the external business
factors which initiate changes in the organization (Helfat and Martin 2015).

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Risk and crisis situation: The rigidity in the operations of the business may impact the company
comparatively more than a flexible management. For example: a crisis situation like economic
depression may call for some emergency changes in the management, the company should be
ready to combat risks and crisis with the help of change management strategies (Cameron and
Green 2015).
The gap in the performance: when the strategic management decisions that has been
taken cannot satisfy or help achieve the goals and objectives of the company, changes is required
to be implemented.
2.2 Critical evaluation of the resource implications for not responding to these
changes
Financial resources: Despite the company being a successful venture in the health care sector
the company needs considerable amount of financial back up in order to initiate the changes in
the service portfolio. Even if the management decides to take one specialization at a time the
installation of the instruments which are required in the segment as well as building a space for
the same is expensive. The company will also require considerable human resource to run a
department which is completely new. On the other hand, implementation of the performance
management framework does not require direct financial investment (Hayes 2018).
Human resource: in order to implement both the changes in the organisation there is a
requirement for skilled human resource who will run a new segment in the service as well as
skilled employees in the human resource department who will be responsible for formulating the
perfect ways in which performance can be measured correctly. If the company does not have
proper human resource then the process of improvement of the service portfolio as well as

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implementation of the performance management framework would be incomplete and
unsuccessful.
3. Two change management models
ADKAR model of change management
This model is focused on the goals of the organisation, the model explains five outcomes
that the company or an individual must achieve in order to successfully implement change. This
concept is coined by Jeff Hiatt and the five elements are: awareness, desire, knowledge, ability,
reinforcement. The complexity of change on an organisational level will impact a number of
factors. This framework allows the mangers to focus their actions on what will drive individual
change and therefore achieve organizational results. It is a holistic approach towards change
where it ranges from the inception of the ideas of change and covers the factors that would help
the change to persist in the process. Each of the five elements that have been discussed above is
goals that the management has to achieve in order to successfully implement the change in the
process.
Figure: ADKAR Model
Source: Prosci.com 2018

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The model explains that there are three stages of change: current, transition and future
(Michaels and Greene 2013). The current state is the present condition the company is in and this
is explains how the company performs presently, the future state is how the management of the
company envisions the operations and the transition stage is the gap in between the current and
the future stages (Michaels and Greene 2013). Awareness and desire are in the goals that have to
be achieved in the current state, whereas knowledge and ability are the ones that have to be
implemented in the transition stage. Lastly in the future stage reinforcement is implemented in
order to maintain and monitor the changes (Prosci.com 2018).
Figure: stages of change in ADKAR Model
Source: Prosci.com 2018
The model identifies business dimension of change there are a number of phases in a typical
change project:

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 Recognizing a scope for the business which can be used an opportunity to grow or
overcome some of the threats or weakness.
 Defining the change or the project that has to be implemented this includes the objectives
and the scope of the project.
 Plan and design the solutions to the problem that has been identified. this includes new
processes, structures and evaluation process
 Development of the new processes and systems
 Employ the strategy in the operations of the business (Prosci.com 2018)
Some of the advantages of the model are that it is versatile and can be used by the managers
in various situation and circumstance. The model is also easy to comprehend and implement by
the mangers. The model will not only assist in plan the change effectively but will also keep
check on the progress and help in monitoring the progress (Michaels and Greene 2013).