Change Management Strategies and Barriers: Unilever Case Study

This report provides a comprehensive analysis of change management strategies within Unilever, a multinational consumer goods organization. It begins with an introduction to the company and the changing environment, emphasizing the impact of technological advancements, globalization, and i...Read More

MANAGING
CHANGE

About this templateTABLE OF CONTENT
INTRODUCTION
THE CHANGE ENVIRONMENT
INCREMENTAL AND RADICAL CHANGE
CHANGE MANAGEMENT
CHANGE MANAGEMENT THEORIES
BARRIERS TO CHANGE
OVERCOMING FROM BARRIERS TO CHANGE
CONCLUSION
REFERENCE
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INTRODUCTION
Human resource’s goal is to ensure that a firm hires people that management feel are
talented, enthusiastic and dedicated to obtaining the long-term competitive edge that a firm requires. To
assure that a firm accomplishes its goal, human resource needs establish several important categories.
The very first aspect is the importance on investment in workers. The firm must assure that all these
personnel can contribute value to the firm. This could distribute assets that enhance organizational
performance by establishing a planned balance among prospects and capabilities. Unilever is taken as the
base organisation. Unilever is a multinational consumer goods organisation which was established in
1929 by Margarine Unie and Lever brothers in London, UK. The organisation is specialises in selling of
foods and refreshments, home care and beauty and personal care products.
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THE CHANGING ENVIRONMENT
Nowadays, every companies' situations are altering drastically and in unexpected ways. New
technological breakthroughs, slower development, global commerce, as well as the rising pattern of
information technology are all making a significant effect in a corporate organization. A key cause of
development is the worldwide spread of managers and organizations. These developments need the
adaptation of the corporate organization. Unilever has chosen to develop a huge amount of its consumers
as part of all its goal to maintain established clients and acquire fresh consumers.
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INCREMENTAL AND RADICAL CHANGE
Incremental change means to increasing the productivity and durability of an organization's
operations productivity, and supply - chain management while remaining within its current corporate
model. Sustainability executives and connected stakeholders frequently dispute and query the firm's or
sector's overall business strategy. Significant and considerable modifications can be noticed, although
they are gradual and repeated. These improvements might put a stop to the workforce' resentment. Many
issues must be addressed in small, methodical measures that result in change with time. Unilever may
decrease risk by employing extra approaches and focusing on attempting to enhance the system they have
already had instead of starting over and building a new one.
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CHANGE MANAGEMENT
Through the implementation of a self-testing program, Unilever is brought about improvement in its
desired sales. The organization must now handle the transformation in order to deal with the improvement.
This change management approach has had a significant influence on the whole company since it
represents a crucial part in the client acquired experience and has had a large effect on Unilever's
marketing as a whole. The following are the paths linked with effective change management:
 Create a high-level change management plan and communicate that this notion was adopted by the entire
organization.
 The most effective essential to successful usage is communication.
 Having an effective environment in which individuals may express their concerns and interests, as well
as the implementation of the beneficial impacts of ideas and knowledge held in the company.
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The Change Management Theory developed by Kotter is one of the most well-known and broadly supported in
the worldwide. This method is divided into eight stages, each of which focuses on how employees adapt to
change. To strengthen the organization's capacity to change and boost its chances of success, use Kotter's Step
Change Model. Businesses may minimize loss and make adjustments by following this step strategy.
Increasing stress: Creating a feeling of urgency is the most effective approach to inspire and engage people.
Team building: Establish the right set of talents and individuals for the institution's development team
Get the right perspective: Consider the tactics, as well as the personnel' creativity, sentiments, and interests.
Communication: Be adaptable and keep discussing change with others. Finding flowing objects: Look for
assistance, eliminate barriers, and enhance responsiveness.
CHANGE MANAGEMENT THEORIES
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Three stages of Lewin’s change model:
 Phase 1- Unfreezing
 Phase 2 - Change
 Phase 3 - Freezing
CHANGE MANAGEMENT THEORIES (cont..)
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Businesses face a lot of change in today's market. It occurs all, the time and frequently
at rapid rate. As change is becoming an element of the institution's day-to-day operations,
transformers might actively limit the organisation. A corporate organisation will benefit from the
adjustment. Changes help to keep a firm or corporation current. When Unilever does not adjust to
the changes, they would be forced to return to the competitive industry. As a result, it is necessary
to respond to changes. Unfamiliar and untrained personnel pose significant challenges. It is no
value in carrying out change in the organisation when personnel are failing to adapt to changes.
This occurs due to the self-efficacy viewed as individuals do not change rapidly. It takes time for
them to adjust to changes and to adopt new behaviours and work ethics. Any substantial change is
bound to draw resistance. When people believe that their security or condition is under trouble,
they are naturally inclined to protect the current system.
BARRIERS TO CHANGE

 Approaches to overcome change barriers must be incorporated into change management in effort to
minimize the possibility of varied changes becoming responsive.
 As a result of globalisation, it generates a cross-cultural workspace and diversity in the workplace, an
effective interpersonal system is required to build staff relationships with management and to enable
employees sense like they are a member of the organization.
 Furthermore, employee participation is the strategic goal of HR practises, thus incorporating employees
is another approach to overcome the change barrier since they can offer its own perspective that is very
important for Unilever.
 Preparing employees set for recognition is another technique in which Unilever management speaks
about the changes that want to undertake in effort to improve customer service and rethink organisational
design in the face of shifting retail industry trends.
OVERCOMING FROM BARRIERS TO CHANGE
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From the above discussion, it can be concluded that organizational design includes
numerous behavioral and technological changes that determine the company's operations. The
organizational structure specifies an institution's functions, which specify what types of functions
the organization should have and how the organization may enhance the effectiveness of those
activities. Furthermore, this presentation discusses the theories of change management as well as
the barriers to change and how to overcome these barriers.
CONCLUSION

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practice. Journal of Nursing Management, 25(4), pp.246-255.
Ullah and et. al., 2017. Influence of Six Sigma on project success in construction industry of Pakistan. The TQM Journal.
REFERENCE
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