Change Management Analysis: Blue&Green Design Technology Company Case
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Case Study
AI Summary
This case study analyzes the Blue&Green Design Technology Company, established in 2009, specializing in water treatment solutions. The assignment, prepared by Alex Dunbar, Desi Tsimopoulos, Evanthia Amanatidis, Hayden Butcher, and Sylvia Potgieter, dissects the case of change agent Neyla Bulut's failed attempts to implement changes. The report utilizes tools like stakeholder mapping, Ishikawa diagrams, and 5-Why's analysis to identify the root causes of resistance to change. It then provides recommendations to refocus change efforts and improve the company's viability in a competitive landscape. The analysis covers the importance of change management, the challenges faced, and potential solutions, including CSR strategies and addressing employee concerns. The study provides a comprehensive overview of the company's challenges and offers actionable strategies for successful change implementation.

Group Case Study
To Change or Not to Change: The Blue&Green Design
Technology Company
Prepared by: Alex Dunbar, Desi
Tsimopoulos, Evanthia Amanatidis,
Hayden Butcher & Sylvia Potgieter
Prepared for: Dr Valerie Caines
To Change or Not to Change: The Blue&Green Design
Technology Company
Prepared by: Alex Dunbar, Desi
Tsimopoulos, Evanthia Amanatidis,
Hayden Butcher & Sylvia Potgieter
Prepared for: Dr Valerie Caines
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TABLE OF CONTENTS
1. Introduction
2. Case Overview
3. Stakeholder Mapping
4. Ishikawa Diagram
5. 5-Why’s Analysis
6. Prioritisation Matrix
7. Recommendations
8. Conclusion
9. References
1. Introduction
2. Case Overview
3. Stakeholder Mapping
4. Ishikawa Diagram
5. 5-Why’s Analysis
6. Prioritisation Matrix
7. Recommendations
8. Conclusion
9. References

1 INTRODUCTION
Management of organisational change is becoming increasingly important within today’s complex,
constantly changing business environment (Todnem By 2005). As such, the role of change manager
is critical if organisations wish to maintain a competitive advantage. However, this is no easy task,
confusion surrounding change implementation leads 70 percent of change initiatives to fail (Beer &
Nohria 2000, p. 87). This is highlighted within the Blue&Green Design Technology Company case
where change agent Neyla Bulut experiences resistance and fails to implement a number of changes.
This is concerning as a number of changes are paramount for the future viability of the company due
to an increasingly competitive landscape.
Following the case study method by (Lundberg & Enz 1993) our group dissects the case and utilises a
number of proven change management tools to assist with its analysis. We then provide a set of
actionable recommendations which can be used to re-focus the change attempts and assist with
their successful implementation.
2 CASE OVERVIEW
Change management is a crucial part of a company’s success, as there is constant change in the
market due to ever-changing customer demands and cutthroat competition from other companies
as well new entrants. The change is majorly implemented by the managers who encounter a lot of
resistance due to various changes in the market and macro and micro factors that affect the
company.
The change implementation will surely help the company is striving for the best nut it also hampers
many organisation as most of the companies face difficulty while implementing the change resulting
in considerable failure. This will be depicted in this report by further explanation on the company
Blue & Green Technology, which is a company established in 2009 and have specialised in water
treatment solutions. The company has created its field of expertise in making the environment
healthier, by creating water networks, swage networks, irrigation networks. In the following case
study, the manager Neyla Bulut have tried in implementing various changes but has failed
considerably as the techniques have been altered and there is possible chances that the employees
have failed to negotiate them and successfully implement them. Therefore, the further steps that
must be taken by Neyla Bulut is to create chances for the company to recover, the steps that will be
taken in fighting the resistance will be first implementing a good CSR strategy which will help them
continue to serve well to the concept of environment preservation. A stakeholder mapping will help
the company to analyse its stakeholders who can come forward in taking tremendous steps in saving
the legacy of the company. A ishikawa diagram will be mentioned in the appendix representing the
reasons which can contributed in the organisation to fail under change management. In this case,
the manager Neyla Bulut should also cater to the inconvenience of the employees who felt stress
while adapting the change and find out ways to implement it successfully.
Management of organisational change is becoming increasingly important within today’s complex,
constantly changing business environment (Todnem By 2005). As such, the role of change manager
is critical if organisations wish to maintain a competitive advantage. However, this is no easy task,
confusion surrounding change implementation leads 70 percent of change initiatives to fail (Beer &
Nohria 2000, p. 87). This is highlighted within the Blue&Green Design Technology Company case
where change agent Neyla Bulut experiences resistance and fails to implement a number of changes.
This is concerning as a number of changes are paramount for the future viability of the company due
to an increasingly competitive landscape.
Following the case study method by (Lundberg & Enz 1993) our group dissects the case and utilises a
number of proven change management tools to assist with its analysis. We then provide a set of
actionable recommendations which can be used to re-focus the change attempts and assist with
their successful implementation.
2 CASE OVERVIEW
Change management is a crucial part of a company’s success, as there is constant change in the
market due to ever-changing customer demands and cutthroat competition from other companies
as well new entrants. The change is majorly implemented by the managers who encounter a lot of
resistance due to various changes in the market and macro and micro factors that affect the
company.
The change implementation will surely help the company is striving for the best nut it also hampers
many organisation as most of the companies face difficulty while implementing the change resulting
in considerable failure. This will be depicted in this report by further explanation on the company
Blue & Green Technology, which is a company established in 2009 and have specialised in water
treatment solutions. The company has created its field of expertise in making the environment
healthier, by creating water networks, swage networks, irrigation networks. In the following case
study, the manager Neyla Bulut have tried in implementing various changes but has failed
considerably as the techniques have been altered and there is possible chances that the employees
have failed to negotiate them and successfully implement them. Therefore, the further steps that
must be taken by Neyla Bulut is to create chances for the company to recover, the steps that will be
taken in fighting the resistance will be first implementing a good CSR strategy which will help them
continue to serve well to the concept of environment preservation. A stakeholder mapping will help
the company to analyse its stakeholders who can come forward in taking tremendous steps in saving
the legacy of the company. A ishikawa diagram will be mentioned in the appendix representing the
reasons which can contributed in the organisation to fail under change management. In this case,
the manager Neyla Bulut should also cater to the inconvenience of the employees who felt stress
while adapting the change and find out ways to implement it successfully.
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3 STAKEHOLDER MAPPING (POSSIBLE APPENDIX?)
ForAgainst
-5 +5
Involvement
10
Founders
Sales Manager
(Change agent)
Competitors
Sales & CR
team HR (potentially)
Finance
(potentially)
ForAgainst
-5 +5
Involvement
10
Founders
Sales Manager
(Change agent)
Competitors
Sales & CR
team HR (potentially)
Finance
(potentially)

4 ISHIKAWA DIAGRAM (POSSIBLE APPENDIX?)
Changes cannot be
successfully
implemented within the
company
Motivation Communication Leadership
Structure Resistance Environment
Low involvement
Low certainty
Minimal information
Unclear rewards
Authority is not defined
Lack of processes
No specialisation across
departments
No formality
Cultural barriers
No collaboration
No visible change leadership
Strategy is not defined
Conflicts not managedUnclear comms structure
Lack of resilience
Reliance on the status quo
Generational issues
Fear of the unknown
Lack of trust
Lack of consumer awareness
No forecasting
Lack of cooperation
Fixed mindsets
Poor feedback mechanisms
Politics
Lack of standard comms process
Lack of forward thinking
Lack of alignment
Changes cannot be
successfully
implemented within the
company
Motivation Communication Leadership
Structure Resistance Environment
Low involvement
Low certainty
Minimal information
Unclear rewards
Authority is not defined
Lack of processes
No specialisation across
departments
No formality
Cultural barriers
No collaboration
No visible change leadership
Strategy is not defined
Conflicts not managedUnclear comms structure
Lack of resilience
Reliance on the status quo
Generational issues
Fear of the unknown
Lack of trust
Lack of consumer awareness
No forecasting
Lack of cooperation
Fixed mindsets
Poor feedback mechanisms
Politics
Lack of standard comms process
Lack of forward thinking
Lack of alignment
⊘ This is a preview!⊘
Do you want full access?
Subscribe today to unlock all pages.

Trusted by 1+ million students worldwide

5 5-WHY’S ANALYSIS
6 PRIORITISATION MATRIX
7 RECOMMENDATIONS
8 CONCLUSION
6 PRIORITISATION MATRIX
7 RECOMMENDATIONS
8 CONCLUSION
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9 REFERENCES
Beer, M & Nohria, N 2000, 'Cracking the code of change', HBR’s 10 must reads on change, vol. 78, no.
3, pp. 133-141.
Lundberg, CC & Enz, C 1993, 'A framework for student case preparation', Case Research Journal, vol.
13, no. 2, pp. 129-140.
Todnem By, R 2005, 'Organisational change management: A critical review', Journal of change
management, vol. 5, no. 4, pp. 369-380.
Beer, M & Nohria, N 2000, 'Cracking the code of change', HBR’s 10 must reads on change, vol. 78, no.
3, pp. 133-141.
Lundberg, CC & Enz, C 1993, 'A framework for student case preparation', Case Research Journal, vol.
13, no. 2, pp. 129-140.
Todnem By, R 2005, 'Organisational change management: A critical review', Journal of change
management, vol. 5, no. 4, pp. 369-380.
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