Change Management Analysis of Claymore Consultants Case Study

This case study examines the failure of Claymore Consultants, a management consulting firm, due to ineffective change management. The analysis highlights nine key change indicators, including issues in organizational culture, role differentiation, leadership structure, pay structure, goal management, and reward systems. The report details how the company's inability to adapt to these changes led to employee resentment, attrition, and ultimately, the company's downfall. Recommendations are provided for improvements in organizational structure, leadership, goal analysis, strategic planning, communication, and reward systems to ensure organizational survival and growth. The study emphasizes the critical role of leadership in managing change and fostering a positive work environment.

Running head: CHANGE MANAGEMENT
CHANGE MANAGEMENT
Name of the Student:
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Author Note:

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Executive Summary:
The organizational changes is one of the most important factors for any organization to grow
and become successful. The organizational change refers to the movement of the
organizational structures and processes from the traditional approach to a more contemporary
approach, with growing time and changing environment and complex roles. Therefore, it is
often observed that the success and failure of an organization is directed by the organizational
change processes. In the following report and organization analysis of the Claymore
Consultancy is presented whose failure was directed by the inability of the organization to
manage and cope with the change processes.

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Table of Contents
1. Nine Change Indicators. Analysis of the Structures- Processes and Boundaries of the
Framework of Claymore Consultants........................................................................................1
2. Changes to be made within the Structures, Processes and Boundaries of Claymore
Consultants in order for the Organization to Survive and Grow...............................................5
References:.................................................................................................................................9

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1. Nine Change Indicators. Analysis of the Structures- Processes and
Boundaries of the Framework of Claymore Consultants.
Change is the most dynamic and inevitable process involved in any organization.
Changes in any structure an in any process, is essential for the organization to grow and
survive, n it is observed that all the successful and popular organization is surviving for a
longer period of time in the industry, is continuing to survive because of the changes that
they had included into their orientation. The successful organizations create and innovate
changes into the organizational structure, which the other organizations follow and learn
from.
The case study on the Claymore Consultancy, presents that certain changes took place
while the business was growing, the two people, who had invented the organization, were
faced with an array of potential changes, however, they could not put them into proper
use, or could not properly accounted or addressed them, thus, initiating the change
process into the system.
First, changes were taking place in the organizational culture. With a growing
employee base, the organization, had observed certain changes in the work place
culture of the organization. Newer team members were joining, with a lesser
amount of experience, who were mot only need of training but also, they needed
motivation. Initially, the organizational members, used to motivate each other by
story telling or sharing their personal experience that they had come across.
However, with a growing employee base, it was difficult to motivate the
employees, through the system of storytelling or sharing experience, therefore, the
organization needed to come up with certain changes and certain motivational
factors.

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Secondly, with the growing employee base, there was an increasing need of role
differentiation. The organization, initially had smaller number of people or
employees involved within the organizational structure, but, as with the growing
employee base, and the expansion of business in various aspects and various
spheres, the organization needed to include role differentiation. A role
differentiation process refers to the distributing organizational roles and
responsibilities among the organizational members (Bertram, Schaffer, and
Charnin. 2014). Several factors are involved in an organizational setup and each
of these factors or aspects are important for the development and growth of the
organization. Therefore, there should essentially be, a role differentiation process,
whereby, each of the employees or, each of the teams will be assigned with
different roles and responsibilities. This is essentially true for a consultation firm,
as they are involved with various sectors. Therefore, the Claymore Consultancy,
should have also understood this aspect and there must have been a role
differentiation process involved.
Also, there was a need for role integration as well. The role integration process
refers to, assigning to or more people the same organizational roles, or conjoining
two different verticals in order to achieve certain organizational goals.
The two directors of the organization should also have recognised the need for
incorporating leadership processes with the organizational structure. In all the
contemporary organizational bodies, the incorporation and integration of the role
or position of leadership, is perceived as a need. There must be leaders involved in
an organization, to motivate the new members and to hold the position of the role
model who would inspire them to work better (Cook. 2016). Also, the leadership
process is important to communicate the organizational systems, and operations

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and organizational policies. Therefore, the consultancy firm, must have
incorporated the leadership approach and attribute within the organizational
perspective.
Further, the organization should have include a revised pay structure, within
organizational grounds. The organization, at its initial times had taken an equal
pay approach for all the organizational members. But with the growing employee
base, it was becoming more difficult for the organization to have maintained the
same policy. Therefore, the organization must have had included a revised pay
structure and pay process into the system. They must have included a scalability
approach, whereby, the organization could have structured the employee base,
based upon the academic and practical experiences, and thus, they should have
structured the remuneration process (Cook. 2016). But, the organization did not
understand this simple attribute, which had resulted into an affected system of
remuneration process, that, further, increased employee resentment within the
organization.
Next, within the organizational process, there was no goal management system.
The organizational members did not have a proper goal planning process. The
organization never considered to look at the organizational goals and therefore,
communicating the same to the employees. Therefore, this had resulted into no
detailed analysis of the goal planning (Graetz, and Rimmer. 2011). Hence, with
the growing employee base, there was growing communication gap, within the
organizational structure.
Moreover, the two directors, could not understand the importance of role
differentiation and limiting the roles of the directors. Both the directors had trust
issues with their growing employee base. This had affected the employee and

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employer relationship. From the case stud it is seen that both the directors,
meddled with the customers without notifying their employees (Burke, and
Noumair. 2015). This had three consequences one is the understanding of the
reduced trust on the employees, and two is, the particular employees got very
demotivated thinking that he or she had lacks in certain aspects, and thirdly, it also
affected the customer base. As the customer could see, that the higher personnel
are meddling into the business, they developed the understanding that the
employees are in certain cases insufficient, as the directors of the company had to
meddle in the business (Graetz, and Rimmer. 2011).
There was also reward and recognition management, which are the most
motivating factors in an organization, and contributes in the employee turnover.
Lastly, the organization lacked a core organizational value that would act like a
bonding force for the employees of the organization. An organizational value, not
only provides the zeal to work, but it also provides an organizational perspective.
2. Changes to be made within the Structures, Processes and Boundaries
of Claymore Consultants in order for the Organization to Survive
and Grow.
The Claymore Consultancy is an organization that had a good start, and had a great
initial start, however, with time, the organization had been growing, and there had been
added processes with the organization. However, the organization had failed to adhere
and address to all these changes and that had resulted into an affected growth, employee
resentment, employee attrition, and finally, the collapsing of the company. Therefore, the

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following are the changes that the company should have had included within its changing
organizational structure and processes.
The organization must have included, firstly, a proper structuring of the roles and
responsibilities within its culture. The organization should have lied down and
structured the roe sand properly assigned the same to the most competent
members of the organization. Furthermore, they should also have made a
distinction between the administrative structures and the employee bases of the
organization (Frankland et al. 2013). Thus, the organizational processes and the
operations could be made structured and sequenced and the processes therefore,
could be approached with better strategies.
The organizational directors should also have introduced a leadership structure
within the organization. The leadership structure within the organization, would
have made it easier of the organization to approach to particular set of goals, and
tasks, to motivate and inspire the new joiners, to make the new joiners understand
about the work, and to have better output from each of the teams (Hayes. 2018).
The lack of a leadership process, resulted into an affected a work output,
demotivated employees and a lack of understanding of the organizational
processes.
The organisation should also have included a detailed goal analysis approach. The
organization did not include any goal analysis or goal planning approach.
Therefore, the organizational members had overlooked many of the small and
detailed approaches of the organization (Kuipers et al. 2014). Also, since there
was a lack in the goal planning approach, therefore, the organizational members
had an incoherent understanding of the particular goals. The organization included
only a wide set of goal, by the teas were not assigned with any particular goals,

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which would have made it easier for them to achieve the tasks (Graetz, and
Rimmer. 2011).
Also, the organization should have included certain strategic understanding and
planning within its organizational structure. As had already been mentioned that
the organization lacked a detailed goal planning, which, essentially is a strategic
planning, the organization did not involve any other organizational strategies. The
organization had involved a very poor communication structure and there was
communication gap among the organizational members (Matos Marques Simoes,
and Esposito. 2014). However, it can be said that this communication gap was not
present initially, in the structure, but with the growing employee base, the
communication gap had also increased.
Next, the organization did not involve a competitive analysis or any market
analysis, into its organizational process. The consultancy firm was initially a client
based firm, therefore, the lack of communication, and goal planning and
increasing meddling of the directors into business handling of the employees, had
introduced and increased a competitive situation among the teams and the
employee of the organization (Graetz, and Rimmer. 2011). Therefore, this had
affected the growth of the organization.
With the growing number of responsibilities and clients and employees it was
becoming difficult for the employers or the two directors to get done with all the
projects by themselves. But m they made sure, that all the project related decision
making power rested with them only. This had resulted into a numbers of factors,
first, the projects thus got delayed. Second, with delayed projects the client base of
the organization, was ne to have reducing. And thirdly, such approaches on the
part of the employers, had projected that they had trust issues (Graetz, and

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Rimmer. 2011). Therefore, this affected the employee growth, the organizational
growth and at the same time, it had increased employee attrition.
Furthermore, the organization essentially should have included a reward
management system. This was much needed for especially, the new employees.
The organization never practiced any reward and recognition process, for the
employees. A reward management system within the organization ensures the
participation of the clients and the recognition process provide the employees with
a moral boost (Worley, and Mohrman. 2014). This increases their involvement
and participation into the organizational processes. Therefore, an increased
employee participation would ensure employee dedication, thus increasing the
business of the organization. Upon reading the case review it was found that the
lack of recognition, and the lack of motivation increased the employee attrition.
With the growing business the organization was also faced with increasing
complex role sand responsibilities. Therefore, in such a scenario, the organization
should have included a training management system, where the senior employees
will be given the role of managing the new employees, making them understand
about the organizational policies, providing them the idea of the kinds and types
of works, that, the organization was involved in, and making them understand
about the way the organization goals can be achieved or the ways the organization
deals with all its roles and responsibilities and the projects (Graetz, and Rimmer.
2011).
Moreover, the two directors had lacked the understanding and the strategic
planning of controlling the employees. They had a trust issue towards their
employees, but they lacked the understanding of controlling their employees, they
should have kept the details of a specific customer with themselves, and no

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employee should have got the personal detail (Hechanova, and Cementina-Olpoc.
2013). Therefore, while the senior employees of the organization had left, they
had taken, along with them a network of client data, which had hugely affected the
organization. Therefore, the organization should immediately employ this
particular change into the operational management of the system.
Therefore, it can be said that with the changing times the organization or rather the two
directors of the organization should have understood to control the employees and the
projects without meddling with their clients or into their business. They could not let go
of the control that they had over all the employees. Belonging from a small organizational
firm. Previously, it can be said that the two directors had the vision of making their own
business and enlarging the same, but they lacked a proper orientation and a clear goal.
They had also lacked an understanding of the organizational structures and procedures.
They had a great start initially, but they could not move forward with time. They had
huge customer base and some dedicated employees, but they had a trust issues and lack of
understanding of the strategic ways, which are to be employed within an organization.
The organization lacked an integrity, with growing time and the directors could not move
forward with time, and employ the proper change management system within the
organization systems and processes.

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References:
Bertram, R.M., Schaffer, P. and Charnin, L., 2014. Changing organization culture: Data
driven participatory evaluation and revision of wraparound implementation. Journal of
evidence-based social work, 11(1-2), pp.18-29.
Burke, W.W. and Noumair, D.A., 2015. Organization development: A process of learning
and changing. Pearson Education.
Cook, M., 2016. Personnel selection: Adding value through people-A changing picture. John
Wiley & Sons.
Frankland, R., Mitchell, C.M., Ferguson, J.D., Sziklai, A.T., Verma, A.K., Popowski, J.E.
and Sturgeon, D.H., Applications in Internet Time LLC, 2013. Integrated change
management unit. U.S. Patent 8,484,111.

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Graetz, F. and Rimmer, M., 2011. Lawrence. Ann şi Smith, A. Managing organizational
Change.
Hayes, J., 2018. The theory and practice of change management. Palgrave.
Hechanova, R.M. and Cementina-Olpoc, R., 2013. Transformational leadership, change
management, and commitment to change: A comparison of academic and business
organizations. The Asia-Pacific Education Researcher, 22(1), pp.11-19.
Kuipers, B.S., Higgs, M., Kickert, W., Tummers, L., Grandia, J. and Van der Voet, J., 2014.
The management of change in public organizations: A literature review. Public
administration, 92(1), pp.1-20.
Matos Marques Simoes, P. and Esposito, M., 2014. Improving change management: How
communication nature influences resistance to change. Journal of Management
Development, 33(4), pp.324-341.
Worley, C.G. and Mohrman, S.A., 2014. Is change management obsolete?. Organizational
Dynamics, 43(3), pp.214-224.

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