Organizational Change Management Case Study: BOSTIL Analysis

This document presents an analysis of the BOSTIL case study, a multinational company facing significant organizational changes. The analysis focuses on the company's shift in mission and product offerings, and its impact on the organizational structure. It explores the challenges associated with these changes, including employee resistance, distrust, and potential impacts on productivity and customer relations. The analysis applies change management models, such as Kotter's and Lewin's models, to propose strategies for successful implementation. It emphasizes the importance of evaluating change management dimensions, addressing competence gaps, and fostering employee commitment to mitigate resistance and ensure a smooth transition. The document also highlights potential problems related to product simplification and horizontal job specialization.

Organizational
Change
Management
BOSTIL

Main Changes
 The main changes relating to the organizational
context in which Bostil operates include change
in the mission statement of the company.
 The corporation has made changes in its
mission statement in order to appeal to a wider
customer base while catering to their needs.
 The corporation is also shifting its focus from
traditional core business to offer a wider range
of products in the consumable category.

Main Changes
 The top level management of the corporation
has launched a number of projects at corporate
level which involve some country managers in
order to include new product lines for its
customers.
 The company is changing its procedures to
build a higher autonomy of local subsidiaries.
 The objective of this change is to define specific
product, service and channel strategies to
exploit the customer base of local markets.

How should the
organization change
 The company should evaluate the change
management dimensions which affects the new
business model.
 It will enable the company in finding competence
gap and allow it to continuous improvement
through collaborative innovation.
 As per the change phases model given by Kotter,
Bostil should create a sense of urgency, create
coalition, develop clear vision statement, share
the vision in all departments, empower peoples
to avoid obstacles, secure short-term wins,
consolidate and anchor the change (Appelbaum
et al., 2012).

How should the
organization change
 Bostil can also follow the three steps of change
given by Lewin.
 The first step is unfreezing departure from
existing equilibrium which include raising
awareness regarding change and set up
condition for stimulating change.
 The second step is moving towards new
equilibrium in which alternatives will be
discussed.

How should the
organization change
 The third step is institutionalization of the new
configuration in which the corporation will
stabilize the new organizational solution
(Manchester, 2014).
 The corporation should evaluate factors such as
commitment and resistance between
employees and management during the change
process to build strong commitment towards
new changes.

Problems related to
change
 Bostil will face various problems while
implementing its change management
program.
 One of the key challenge is resistance from
employees.
 Employees are likely to resist the new changes
because they fear job loss or change in
technologies.

Problems related to
change
 Distrust among employees leads to decrease in
the productivity of the corporation.
 Productivity of employees is likely to suffered
due to changes in the culture of the
organization.
 Change in mission and vision statement could
increase distrust among customers towards the
products and services of the company.

Problems related to
change
 Since Bostil is diversifying its product portfolio,
it will face difficulty in simplifying its products.
 The corporation will have to implement
horizontal job specialization in order to maintain
coordination between different products which
will raise issues relating to management.
 There is no surety that implementation of these
changes will increase the profits of the
company.

References
 Appelbaum, S.H., Habashy, S., Malo, J.L. and
Shafiq, H., 2012. Back to the future: revisiting
Kotter's 1996 change model. Journal of
Management Development, 31(8), pp.764-782.
 Manchester, J., Gray-Miceli, D.L., Metcalf, J.A.,
Paolini, C.A., Napier, A.H., Coogle, C.L. and
Owens, M.G., 2014. Facilitating Lewin's change
model with collaborative evaluation in
promoting evidence based practices of health
professionals. Evaluation and program
planning, 47, pp.82-90.