Change Management: Strategies, Models, and Implementation Analysis

This report delves into the multifaceted aspects of change management within organizations, using Bega Cheese Ltd as an initial example to illustrate the alignment of change initiatives with overall business strategy. It emphasizes the resource-based view as a crucial strategic management approach for implementing change, highlighting the importance of leveraging valuable, rare, inimitable, and organized resources. The report discusses various change models, including Lewin's, ADKAR, Kotter's, and Kubler-Ross, and outlines a process for selecting the most appropriate model based on the specific needs and goals of the organization. It compares and contrasts Lewin's and Kotter's models, examining their strengths and deficiencies. Furthermore, the report underscores the critical role of stakeholder identification and management in ensuring successful change outcomes, providing examples of effective engagement strategies. It also addresses strategies for managing resistance to change and ensuring effective communication throughout the organization. Ultimately, the report advocates for Kotter's 8-step change model as a robust framework for successful implementation and suggests that embedding a culture of continuous change is achievable through fostering continuous improvement and effective leadership coaching.

CHANGE MANAGEMENT
Organizational change management
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1. Look at Bega Cheese Limited. Explain the strategy of the organisation and whether
you believe that change initiatives conducted by the organisation align to the
strategy. Explain your view.
Bega Cheese Ltd’s strategy primarily revolves around its marketing, which can be analysed
through 4Ps. Unique products are designed by them so as to stand out in competition. Also Bega
Cheese adopts price penetration strategy so as to win market share based on discounted pricing.
Further, Bega Cheese products are made available to targeted segments through traditional brick
and mortar distribution network i.e. via wholesalers, retailers, supermarkets etc. and online
distributers like Amazon so as to extend reach to more customers. Moreover, according to
Swarupa (2016) to attain marketing objectives Bega Cheese has effectively adopted a blend of
Above the Line (television, radio and print advertising) and Below the line (catalogues,
tradeshows and direct mail campaigns.) promotional strategies. Therefore, in my view Bega
Cheese Ltd’s change initiatives, which revolve around growth are aligned with its marketing
objectives and strategies which has helped them to grab the interests of majority of Australians
and overseas customers.
2. When thinking about the implementation of various change initiatives, which
strategic management approach is more important; the inter-organisational view,
the resource-based view or a combination of both. Why?
Resource-based view is the most important strategic management approach for implementation
of change initiatives owing to its potential of capitalising the resources as key drivers for
superior performance. According to Shujahat, et al. (2017) when VRIO attributes (valuable, rare,
inimitable, organized) is exhibited by a resource, it enables firms to gain and sustain competitive
advantage to meet the needs of change. Also, RBV is more practical which exploits the external
opportunities by making use of existing resources in a new way instead of acquiring new skills
for every opportunity.
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3. You are asked by your CEO to implement a large change initiative in your
organisation. How will you determine which change model(s) (Lewin’s change
management, ADKAR model, Kotter’s 8 step change model or Kubler-Ross model)
to apply during the implementation? Explain your decision.
According to Vantrappen and Wirtz (2018) there are many change models and for determining
which of these models to apply, I will first figure out why the change is needed and then analyse
how the organization will benefit from it. This will be followed by identifying the goals to be
reached, for example, sales increase, expanding customer reach etc because any change model
cannot be applied if ultimate goal for change is not known. Additionally, understanding new
things that will be introduced to employees and anticipating support resources will help me in
determining which change model needs to be applied.
4. Compare and contrast 2 of the 4 change models in question 3 to effect the best
possible change outcome in your organisation. Your discussion must include a brief
narrative pertaining to strengths and deficiencies of each model chosen.
According to Ma Regina, Caringal-Go and Magsaysay (2018) Lewin’s change model has three
stage process namely unfreezing, changing and refreezing where during unfreezing acceptance
for change is developed in an organisation by breaking prevailing status quo before a new
change can be implemented. In changing stage the change plan is accepted by people and they
begin to trust that new change will support new direction. In refreezing stage changes made
within the processes, goals, structures, offerings are accepted and refrozen into new norm of
working. Strengths of this model revolves around its ease in understanding. It provides visual
language ingeniously displaying the potential actions to be taken by leaders. However,
deficiency of model is its inability to examine the ways through which leaders can address
resistance to changes in people and its positioning. Kotter’ model is another model which was
designed by keeping organisational change in mind and is divided into eight stages which
focuses on people’s response to changes.
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Fig: Kotter’s 8 step change model
(Source: expertprogrammanagement.com, 2019)
The model’s ease in following and incorporating each step is its strength apart from the core idea
of accepting the change and preparing for it. The deficiencies revolves around its time taking
process, top-down strategic approach with no room for co-creation.
5. Do you believe that the identification and management of stakeholders is critical to
successful change outcomes? Explain your answer citing some relevant examples.
Both technical and change management risks are carried during every change thus, identification
and managing of stakeholders is critical to their successful outcomes. Stakeholders’ engagement
significantly contributes in mitigating these risks effectively. According to Matthysen and Harris
(2018) the identified stakeholders can be engaged via both technological (video conferencing,
emails, webinars etc.) and face to-face (meetings, brainstorming, focus groups etc.) methods. For
example, a company in order to maintain relations with local area during major redevelopments
within the campus can aim to work with stakeholders who live nearby. Their engagement will
regularize effect of change and will lessen resistance. This management of stakeholders can be
done by hearing their concerns and then making them aware about change needs and associated
benefits so as to get their consent and support for change.
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6. You are currently involved in delivering a change program in an organisation and
one of your colleagues exhibits extreme resistance to the change. What are you going
to do?
For managing resistance to change I will encourage my colleague to express openly his/her
thoughts and feelings about the change program and will carefully listen to his concerns, fears
and then will address those by taking note of his comments. I will engage him/her into the
planning and implementation process besides helping to find new roles, so that my colleague can
represent genuine contributions, either in my group or somewhere else across the organization.
7. How would you ensure that a change initiative, for which you are responsible, is
effectively communicated to all stakeholders? Your answer should include some
relevant examples.
According to Scarlatescu (2014) for effectively communicating a change initiative to all
stakeholders I will call for employee meetings as it is the most effective method. Although there
are many communications tools spanning the analogue-to-digital gamut, but type to be used
should be specific based on specific changes. For example, newsletter, bulletin board or intranet
can be used for communicating smaller changes such as dress code. Changes like reorganization
can be communicated by using more personal, face-to-face approach, for example, department or
one-to-one meetings.
8. Which methodology/model(s) do you believe provide the best chance of a successful
change implementation? Explain your answer.
In my opinion Kotter’s 8 step change model provides the best chance for a successful change
implementation. This is because first three stages emphasize on creating an atmosphere for
change and the next stages assert on engaging and enabling the organisation’s people so as to
implement and sustain change. A change can be successful when there is commitment, sense of
urgency, stakeholder engagement, openness, clear vision and communication, strong leadership,
and a well-executed plan is maintained and all these attributes are recognized by this model.
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9. Do you believe that it is possible to embed and sustain a culture of continuous
change? Please explain your view.
Embedding and sustaining a culture of continuous change is possible by developing a workplace
culture of continuous improvement in organizations. This can be done by supporting the leaders
so that they could become more effective coaches and deliver constructive and candid feedbacks.
At times one or other employee will make mistakes, so, leaders through their effective coaching
may help in turning these teaching moments into improvement opportunities. Eventually a
culture with highly engaged people who are committed to continuous improvement can be
created.
References
Ma Regina, M. H., Caringal-Go, J. and Magsaysay, J. F. (2018). Implicit change leadership,
change management, and affective commitment to change. Leadership & Organization
Development Journal, [Online]39(7), 914-925. Available: http://dx.doi.org/10.1108/LODJ-01-
2018-0013 Accessed on 15/3/2019
Matthysen, M. and Harris, C. (2018). The relationship between readiness to change and work
engagement: A case study in a firm undergoing change.SA Journal of Human Resource
Management, [Online]16 Available: http://dx.doi.org/10.4102/sajhrm.v16i0.855 Accessed on
15/3/2019
Scarlatescu, I. (2014). The role of communication in the efficient administration of
organisational changes. Valahian Journal of Economic Studies,[Online] 5(1), 37-44. Available:
https://search.proquest.com/docview/1672099446?accountid=30552 Accessed on 15/3/2019
Shujahat, M., Hussain, S., Javed, S., Malik, M. I., Thurasamy, R. and Ali, J. (2017). Strategic
management model with lens of knowledge management and competitive intelligence. VINE
Journal of Information and Knowledge Management Systems, [Online]47(1), 55-93.
Available: https://search.proquest.com/docview/1871525874?accountid=30552 Accessed on
15/3/2019
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Swarupa, D. (2016). Dairy marketing strategies in the context of globalization: Issues and
challenges. Splint International Journal of Professionals,[Online] 3(10), 86-93. Available:
https://search.proquest.com/docview/1906049817?accountid=30552 Accessed on 15/3/2019
Vantrappen, H. and Wirtz, F. (2018). A smarter process for managing and explaining
organization design change. Strategy & Leadership, [Online]46(5), 36-43. Available:
http://dx.doi.org/10.1108/SL-06-2018-0057 Accessed on 15/3/2019
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