Change Management Strategies for Claymore Consultants: A Case Study

This case study analyzes the challenges faced by Claymore Consultants, a management consulting firm, focusing on the application of Lewin's change management model. The analysis begins with an introduction to the company and its industry, highlighting the need for change due to shifts in market dynamics and internal structural issues. The report identifies key change indicators within the organization's structure, processes, and boundaries. It then applies Lewin's three-stage model (Unfreeze, Change, Refreeze) to understand the problems and propose solutions. The 'Unfreeze' stage addresses the need to recognize the necessity for change, 'Change' focuses on implementing structural, process, and boundary adjustments, and 'Refreeze' aims to solidify these changes. The study recommends specific actions for the management to improve the company's operations and achieve long-term sustainability, including structural adjustments, process innovations, and boundary clarifications. The conclusion summarizes the key findings and recommendations, emphasizing the importance of proactive change management for organizational success.

CHANGE MANAGEMENT

Executive Summary
The paper deals with the concept of change management in a given organisational context. The
researcher here aims to evaluate the scenario of a given case study from the view point of
Lewin’s change management model and thereby provides a recommendatory note for the
management in order to achieve the long-term goal of sustainability in the operations in most
optimum manner.
Page 2 of 11

Table of Contents
1.0 Introduction................................................................................................................................4
2.0 Change Indicators......................................................................................................................4
3.0 Change Management Theory.....................................................................................................5
3.1 Unfreeze.................................................................................................................................6
3.2 Change...................................................................................................................................7
3.3 Refreeze.................................................................................................................................9
4.0 Recommendation.......................................................................................................................9
5.0 Conclusion...............................................................................................................................10
References......................................................................................................................................11
Page 3 of 11

1.0 Introduction
The concept of change management may be considered to be an integral aspect of the studies and
theories of organisational behaviour. The instant report deals with the analysis of a given case
study scenario of The Claymore Consultants, in the context of change management. The report
introduces the topic followed by the brief discussion in the change indicators and the same has
also been corroborated with reference to change management theory of Lewin's change
management model. The findings enable the researcher to draw the recommendation for the
instant case which follows the concluding note for the paper.
2.0 Change Indicators
The Claymore Consultants works on the consultancy industry where they are used to provide
consultants to the organizations needed advice regarding structures, data maintaining, operation
and technology. The progress ratio of this industry is very high as many new businesses are
trying to set up their position in the Australian market and they also want to take advice from
experts so that they can increase the growth ratio of the business. Thereafter, many organizations
are willing to implement the change management process to set up the organization in a new
manner (Cooper, 2018). There are three different segments of the industry where the change is
necessary.
 Structure: the structure of the organization indicates the hierarchy of the employees and
the jobs they perform individually to meet the goal of the company. The structure of the
consulting industry is developed in such a manner that the workability and function of
one section cannot affect the other sections. Claymore Consultants has different
operational segments and their structures are different from one another. Angus and
Hamish started the business together and also tried to maintain the main responsibilities
together only. It was becoming difficult day by day when their business has started to
spread and they are having more demands from their clients. They also tried to handle the
responsibilities of different segments to different team leaders but it also doesn’t work
because the co-ordinations are not matches and created trust issues within the employees
(Devaney, 2019). Significance is necessary for maintaining the structure of the
Page 4 of 11

organization. The consultants of the consulting firms have the highest role in generating
revenue for the company. Hence, they must be get rewarded and receive increments to
their salary. In Claymore Consultants, the consultants were not getting any training or
any compensation which de-motivate them to do their work properly.
 Process: there are many processes to run consulting organizations. One of them is to set
by limited advice and work with the limited number of trusted clients. And another is to
spread their work advice and increase the client base and try to catch the most demanding
sectors for advising. Claymore Consultants was to use the first option. They follow very
less client base. No training programs were held to train the employees with new
innovative ideas regarding different subjects. In the beginning, they don’t want to let
others handle the operation system. But by the day passes they realized that if they
continue this process, they will soon be nowhere in the market. Therefore when they try
to change the process, it becomes difficult for them and also for the team leaders to
understand the new responsibilities clearly (Courtney, 2016).
 Boundaries: the consultant industries should understand their boundaries before
performing any task or taking the responsibility to advise their clients. They should not
engage in giving unwanted advice to their clients. The consultant should follow the
contracts they signed with the clients. Although, there is a good relationship with the
existing clients if the clients asked for some other advice which differs than the contracts
then also the consultant should make a new contract with the clients before providing the
services (Friend, 2019). In Claymore Consultants, the two partners never encourage the
team members and provide bigger role like team handling to them who are in the
company since the beginning because they don't thing them eligible for the post.
Therefore the trust of the old employees broke with the two partners and they left the job
to establish their own business. The less interaction with the employees and don’t try to
understand their mental state has brought the company to the ground.
3.0 Change Management Theory
Here we use the Lewin's Change Management Model to understand the cause of the problems
and changes need in the Claymore Consultants. There are three stages to understand the changes.
Page 5 of 11

3.1 Unfreeze
Angus and Hamish have to understand that it is important to change the existing process of
Claymore Consultants and include innovative ideas to run the business successfully. While
starting this business in 1897, Angus and Hamish are the only brains who were working to grow
up the business. The necessity of recruiting more people was felt when the business was starting
to spread. They were specialized in providing advice on organization, strategy, operation and
technology to the other small and big organizations (Cummings, Bridgman and Brown, 2016).
And when more consultants are recruited, these consultants were just following the processes,
the limited client base and the provided strategies as their duties to run the business. The
business was grown up by time but the ideas and work processes remain the same. Therefore, in
further time, most of the employees felt that there is no scope of gaining attractive experiences
and hence left their job.
Another reason for causing the discussed issues in Claymore Consultants is that the work
processes, competitions, structures, operations and technologies have been improved in many
innovative ways by a great margin from 1987 to 2005. Therefore, the organizations who are
seeking advice regarding new operations and technologies were not satisfied with the results
provided by Claymore Consultants. As the competitions of Claymore Consultants have
increased, therefore other organizations are going to other consultants to seek advice. Angus and
Hamish thought that to keep the business in line, it is better to manage the business on their own.
This works well in the beginning but while the business grows it has become difficult for them to
manage the client base, strategy planning department, operations and keep discipline in the
employees (Mulholland, 2017). Hence, they divide the departments and make different team
leaders for each department which nearly destroy the discipline of the employees, results in
increasing trust issues among them.
Angus and Hamish have to understand that the changes are needed to regain the status of
Claymore Consultants in the Australian market. The news should be spread to the existing
employees of the company. The client base of Claymore Consultants was very limited which
reduces the sales figure of the company. The financial results are very low. This is because;
nowadays many new companies provide advice regarding strategies, operations and technologies
separately. Therefore, it is easy for them to recruit more experienced consultants with high
Page 6 of 11

remuneration which is becoming a threat for Claymore Consultants. Another reason for bringing
down the reputation of the company is less customer satisfaction. As the business is not running
well, therefore Angus and Hamish can’t be able to recruit expertise people to provide more
innovative solutions to other organizations. Furthermore, when teams are divided and make a
different leader for each team, it causes chaos, trust problem and discipline issues among the
employees. For these several problems, Claymore Consultants needs to change all the structures,
processes and boundaries of the company to give it a new beginning and regain its reputation.
3.2 Change
After understanding the causes of the issues created in Claymore Consultants, it is required to
identify the changes that can improve the situation of the company and regain its status in the
Australian market. At first, Angus and Hamish have to understand the structural changes needed
in Claymore Consultants. To provide a clear structure of Claymore Consultants to the clients,
they have to divide each section which includes the operational section, management section and
the technology section. The operational section includes the types of advice they are offering to
their clients such as organization structure, financial growth, operation and technology. The
management section has to responsible for team handling, team leadership, teamwork and trust
maintenance between the employees of different sections (Donnelly and Kirk, 2015). The
technology section is where all the system and process of running the company will be handled.
This includes all the database, records of client base and records of all the employees.
The process change is important in case of running the company in a new way as per the market
requirements. To change the running process of the company, new innovative technologies are
required to be implemented in the operation system of Claymore Consultants. Claymore
Consultants needs to install big data technology to identify customers who are willing to take the
services. The information of targeted customers like who are now clients of some other
companies can also be getting by implementing this technology in the company (Norwich
University Online, 2017). There should be an individual database for each operational section so
that each team leaders can have the information on their respective employees and clients. A
combined database is also required where all the data and information of the employees and
clients should be maintained by the head of the company (Wojciechowski, Pearsall, Murphy and
French, 2016). Hamish and Angus should organize a meeting in the weekend with the managers
Page 7 of 11

of all the operational sections so that all the department heads can understand the problems
regarding maintaining the client base, providing services and keeping records of all the projects
for future understand and get the ideas of how this problem can be solved. This will help
Claymore Consultants to control every action of the company in line.
Next is the change that is required in boundaries. There are certain boundaries which Claymore
Consultants have to consider while implementing changes in different sectors.
 Initially, it is required to identify the number of team leaders and numbers of employees
required to start the business in new ways. It is also necessary to provide the clear
understandings of the hierarchy of the organization to the employees so that they can
understand who they need to obey and with whom they have to work collaborate (Point
Park University, 2019). It is also required to specify the operations on which the company
will be operating on.
 Another is the scope of the contract. Before start consulting the client's organization, a
proper agreement should be signed by both, consultant and client. Should not work on
any outside activities without the permission of the client or another proper contract.
 Employment law is something that all the employees of the organization can't be aware
of. Hence, as an external consultant, he/she should not provide any advice regarding
hiring or payment of recruits other than the client asks for to the client's organization.
 Employee interaction is very necessary when you are an external consultant who needs to
provide advice for the employees of the client organization. Without understand the
perspective of the employees of the client's organization, the advice can never be perfect,
which leads to dissatisfaction of the clients.
 There is another boundary that should obey in an organization that can be said as the role
of supervision. In an organization, the supervisor has their ways of rewarding and
punishing the employees for their tasks or behaviours. It can be ok when the supervisors
will deal with the employees of their own company. But an external consultant should
keep in mind that unless there is a clear contract of involving with the employees of other
company, he should not perform the supervisory role on the client's employees. For
example, if a supervisor went to consult a supervisor of another company; he should not
interfere in judging the employees of that company.
Page 8 of 11

3.3 Refreeze
After implementing the changes to start the organization in a new way, Claymore Consultants
have to design a proper organizational chart containing each structure, process and boundaries of
the organization (Smith, 2019). This will reflect the work process and strategies of the
organization clearly and help the recruits and clients to get select this company as their targeted
company to do business with. This stage also required to help the employees of Claymore
Consultants to understand the new changes regarding their role so that they can give their best
performance to the company.
4.0 Recommendation
 Claymore Consultants have to divide the organizational structure of each department and
provide a clear structural understanding to the employees.
 They have to employ team leaders to handle each team separately from the beginning
only. This will help the leaders to understand the process step by step and prevent chaos.
 Should organize training for the leaders and also for the consultants regarding their work
and knowledge to get new ideas and improve their skill.
 Recruit the experienced consultants and need to provide good salary structure to bind
them with the company
 Arrange a meeting with the internal and external stakeholders and involve them in
bringing structural changes in the company
 If the internal and external stakeholders get interested in solving the problems that the
company s facing in the current market than this will be the most effective helping hands
for the two partners.
 Claymore Consultants should follow all the boundaries regarding employment laws,
follow the contracts and involvement of the employees
 They have to increase the client base so that their work could be spread and the
organizations other than their regular clients will find an interest and contact them for
consultation.
Page 9 of 11

5.0 Conclusion
On the basis of the discussion and analysis as performed herein, the researcher has finally arrived
at a conclusion that the management of the company, in the case study, has been efficient enough
to embrace the changes. However, the recommendations show that the management may need to
put a bit focus on the departmentalisation of the activities in order to lead the teams and
employees with greater control and within larger transparency framework. Finally, it may be
concluded that well-designed change management principles supported by the efficient and
strong leade4rhgip will enable a business to attain its long-term goal of sustainability in optimum
and hassle-free manner (Hayes, 2018).
Page 10 of 11

References
Cooper, B., 2018. [online] Available at: <https://blog.samanage.com/insights/itil-v3-suggested-
change-management-kpis/> [Accessed 23 September 2019].
Courtney, F., 2016. [online] Available at: <https://www.pulselearning.com/blog/6-steps-
effective-organizational-change-management/> [Accessed 23 September 2019].
Cummings, S., Bridgman, T. and Brown, K.G., (2016). Unfreezing change as three steps:
Rethinking Kurt Lewin’s legacy for change management. Human relations, 69(1), pp.33-60.
Devaney, E., 2019. [online] Available at: <https://blog.hubspot.com/marketing/team-structure-
diagrams> [Accessed 23 September 2019].
Donnelly, P. and Kirk, P., (2015). Use the PDSA model for effective change
management. Education for Primary Care, 26(4), pp.279-281.
Friend, L., 2019. [online] Available at: <https://smallbusiness.chron.com/consulting-firm-
organization-structure-2788.html> [Accessed 23 September 2019].
Hayes, J., (2018). The theory and practice of change management. Palgrave.
Mulholland, B., 2017. [online] Available at: <https://www.process.st/change-management-
models/> [Accessed 23 September 2019].
Norwich University Online, 2017. [online] Available at: <https://online.norwich.edu/academic-
programs/resources/what-is-change-management-consulting> [Accessed 23 September 2019].
Point Park University, 2019. [online] Available at: <https://online.pointpark.edu/business/types-
of-organizational-structures/> [Accessed 23 September 2019].
Smith, C., 2019. [online] Available at: <https://change.walkme.com/change-management-
theories/> [Accessed 23 September 2019].
Wojciechowski, E., Pearsall, T., Murphy, P. and French, E., (2016). A case review: Integrating
Lewin’s theory with lean’s system approach for change. Online journal of issues in
nursing, 21(2).
Page 11 of 11