Change Management Strategies and Kotter Model Implementation at ASDA

This report delves into the realm of change management, with a specific focus on the application of the Kotter change management model within the context of ASDA, a multinational retail organization. The report begins with an introduction to the concept of change management and its significance in navigating organizational transformations, particularly in addressing challenges such as high employee turnover. The main body of the report then explores the practical implementation of Kotter's eight-step model within ASDA, detailing how the company formulates a sense of urgency, builds a powerful coalition, creates a vision for change, communicates this vision, removes obstacles, focuses on short-term wins, consolidates gains, and anchors changes within its corporate culture. The analysis provides insights into the strategies employed by ASDA to improve efficiency and adapt to market dynamics. The conclusion summarizes the key findings, emphasizing the crucial role of change management in achieving organizational goals. References to relevant academic literature are included to support the analysis.

Change Management

Contents
INTRODUCTION...........................................................................................................................3
MAIN BODY...................................................................................................................................3
CONCLUSION................................................................................................................................5
REFERENCES................................................................................................................................7

INTRODUCTION
The term change management is defined as a systematic process and it plays an essential
role to deal with transformation that take place in an organisation. In simple terms, change
management support a business to accomplish their goals and objectives with more efficiency by
implementing new methodologies, rules and ways. The main motive of change management is to
implement effective strategies and helping persons to adopt changes. This report is written from
perspective of ASDA which is a multi-national retail organisation and performs their operations
in different geographical areas. In present scenario, authorities of ASDA face challenges due to
high turnover of employee’s and traditional methods to work (Allen and et, al., 2017). Therefore,
management is focused to implement new methods to overcome challenges with implementing
new changes. Along with this, report highlights on Kotter change management model to motivate
individuals for adoption of new workforce.
MAIN BODY
Change is a certain method and it is used by management for completion of work with
motive of growing business. This determines change is an essential step to grow in market and it
navigates or guide individuals for adoption of new amendments to accomplish organisational
goals and objectives. In the context of ASDA, Kotter change management model is implemented
by management and this leads an organisation for adoption of new changes in order to minimise
challenges related with employee turnover and organisation methods. Steps of Kotter model to
work with changes are discussed as below:
Formulate a sense of urgency
The adage seems for dominating culture within organisation and all changes are
implemented by management to complete their task in an organised manner. It results that better
profits are obtained by ASDA by performing all work with use of new system and methods. The
potential changes for respective organisation consider about engaging new methods such as
technology (Goolnik, 2012). Therefore, urgency is developed among departments by
demonstrating importance of knowledge and skills related with technical equipment. Managers
and authorities of ASDA encourage individuals to learn and adopt use of technology for
performing their work. Moreover, training to complete work by use of technology is also

provided by management of ASDA for making familiar workforce with the aspects of technical
equipment. Moreover, to implement change among employees rewards and threats both methods
are used for generating needs for motivating workforce to complete their work according to
required changes in organisation.
Form a powerful coalition
ASDA perform their work at a global level so it is important for management to better
relation with stakeholders. This also aids organisation for generating support from employee’s,
professional, buyers and suppliers and it leads management to make amendments that aids
organisation for completing their work with more efficiency through getting support from all of
its stakeholders. Moreover, from perspective of ASDA changes are implemented by management
to manage their work with the decided goals and objectives (Hiatt, 2016). The main methods in
which change is people and work methods so it is important that ASDA change plans are centre
around workforce or individuals who are engage in company roles. It results alliance with people
aids person to complete all work with all departments with new changes for obtaining desired
and accurate results.
Create a vision for change
The change process starts when an individual or organisation formulates vision to get
things done with a particular idea. With the development of vision management make and
complete all things with a similar manner. From the perspective of ASDA, large number of
workforce is engaged in organisation operation but this is not the reason for high employee
turnover. Instead of this ASDA manage and complete work by implement of methods that all are
designed towards a similar goal. Core values are the basis and it aids ASDA employees to adopt
a similar value due to which task are completed with vision of change. Example- ASDA
implements value for organisation workforce that is adopted by all.
Communicate the vision
ASDA manage work in different geographical aspects so already communication systems
are expanded to transfer information in minimum time period. According to Kotter model change
is implemented for completion of work with motive of managing task by performing task
according to the vision (Kitchen and Daly, 2012). This is also used by management for use of
methods and this leads in managing work by use of work as use of morale. It makes vision
people in completion of task according to public methods.

Remove obstacles
Organisation encounters and this is used by management for generating momentum and it
is also use for generating initiative. Moreover, vision is also used by management to make
concerns it also aids persons for adopt of new techniques. Formal communication methods are
used by ASDA authorities to complete all task with more efficiency. On the other side, Kotter
change management model is implemented by management so line structure is more effective
because the specific changes that are focused to apply are in workforce. So line structure leads to
interact all individuals to transfer information from all level.
Focus on short term wins
Changes are not implemented easily and global organisation such as ASDA face long
term challenges because steps consume a longer period to implement (Lii and Kuo, 2016).
Therefore, short term victory aids employee of ASDA to work motivation. The short-term
victories is used for completion of task by analysing and critics for completion of task with
motive of potential aspects according to rewards with determine value of business aspect.
Build and implement change
Victories motivate persons or workforce of ASDA to implement changes by making
focus on company which is used in an appropriate manner. There are various task performed by
organisation and changes are implemented in all departments by demonstrating positive results of
small changes. This results that employees are focused for building and implementing changes at
a large level as ASDA individuals are already trained and also they achieve short term goals. So
it is easy to encourage them for longer goals.
Anchor and implement change in corporate culture
Final step that is related with change process is used to ensure that work which is
completed by management define and concern about implement of changes with use of managing
opportunity and success (Pick and et. al, 2015). ASDA authorities monitor all departments and it
leads persons for completion of task with use of new methods. Moreover, KPI technique is used
to control and define about use of work according to decided goals.
CONCLUSION
With the analyse of above report it is identified that change management plays an
important role for organisation and it assist organisation to complete all work with decided steps.
Along with this management make progress with use of change. Further, Kotter change

management model for work with new change methods and this model also help to implement
changes for new organisation work way and method.

REFERENCES
Books and Journals
Allen, J and et, al., 2017. Uncertainty during organizational change: Managing perceptions
through communication. Journal of change management, 7(2), pp.187-210.
Goolnik, G., 2012. Change Management Strategies When Undertaking eLearning Initiatives in
Higher Education. E Journal of Organizational Learning & Leadership, 10(2).
Hiatt, J.M., 2016. ADKAR: A model for change in business, government and our community:
How to implement successful change in our personal lives and professional careers.
Loveland, CO: Prosci Learning Center Publications.
Kitchen, P.J. and Daly, F., 2012. Internal communication during change management. Corporate
Communications: an international journal.
Lii, P. and Kuo, F.I., 2016. Innovation-oriented supply chain integration for combined
competitiveness and firm performance. International Journal of Production
Economics, 174, pp.142-155.
Pick, D and et. al, 2015. Understanding emotions in higher education change
management. Journal of Organizational Change Management.
Vamosi, T.S., 2020. Continuity and change; management accounting during processes of
transition. Management Accounting Research, 11(1), pp.27-63.