Columbia Business School: Change Management at New Power LLC

This case study explores Henry Silva's dilemma of accepting the director of special projects role at New Power LLC, offered by founder Seth Perkins, to implement his change management visions. Silva, a second-year Columbia Business School student, is hesitant due to his lack of practical experience, especially in change management. He envisions fostering a collaborative work environment to unlock the company's potential, contrasting the existing technical and impersonal culture. His proposed action plan includes employee interviews, feedback mechanisms, orientation programs, and a performance management system to enhance engagement and transparency. While challenges exist, particularly in gaining the respect of co-managers, Silva's innovative ideas and the CEO's support offer a promising path to success. Desklib provides access to similar case studies and solved assignments for students.

Running head: CHANGE MANAGEMENT
CHANGE MANAGEMENT
Name of Student
Name of University
Author note

1CHANGE MANAGEMENT
Henry Silva did an internship with New Power LLC, during his second year at
Columbia Business School. During his internship that the company has the potential to
achieve much more that what it is now. His visions of change matched with the founder Seth
Perkins, who offered him the job of the director of special projects, which would allow him to
bring changes according to his visions and transform the company to the potential that it can
achieve.
However, Silva is in the dilemma of accepting the offer. The main reason which
creates the debate in Silva’s mind is his expertise. He is only a second year student and his
lack of experience in the actual field makes him doubt his visions about the change.
Moreover, as he had never worked as a change management expert his process of work might
not be helpful for the company. These challenging factors, created the internal debate
whether he could live up to the difficult task of being the prime change agent of the company
and bring about radical changes in the running of the company and its environment.
Silva might not have any experience in working as the change manager, however, he
had earlier worked in an established energy company as the product manager. He was very
much acquainted with the work culture of the company, where they maintained a friendly
atmosphere and co-operated with each other. In New Power, during his internship he
however faced a different work culture where there was no friendly atmosphere but a
technical attitude towards work which mechanized the process. However, Silva should
consider Perkins’ offer because he was able to convince him that how he saw the hidden
potential of the company. His belief that with a better working environment and co-operation
among the workers could launch the company to new heights which would be able to utilize
the potential of the company. Silva should be motivated by the founder who believed in his
ideas and is ready to give him full charge to bring in the change of the company.

2CHANGE MANAGEMENT
Silva’s plan of action considered the unity of the corporate staffs to bring in the
change. He believes that all the employees of a company are valuable assets for the company
who could take the company to a greater level. Engagement of employees are very crucial for
the benefits of the company. Moreover, according to Silva it is very important for the
employees to believe in the company’s vision. The confidence in the company’s work ethics
and the products offered by the company, increases the employees’ dedication towards the
work they are doing and increase the amount of engagement from their part. This can help the
company take huge leap towards achieving success and also helps the employees believe
more in the company and its values.
Incorporating these ideas requires to develop a certain structure. The first structure
that can be helpful for the success of the plan is to plan an interview schedule for the present
employees. Interviewing them along with the managers would help to incorporate the
company’s values and visions in them. This can help create a bond between the employees
and create a different work culture within the company. Feedback mechanisms can help the
employees to actively participate in the change management system directly.
A similar orientation programme for the new employees can easily let them know
about the vision of the company and how the company required them to work. A
development of the FAQ guide can create a map of the corporate structure of the company
and the employees can have a clear knowledge about their specific roles in the company and
who could be reached for addressing problems, if any. Moreover, Silva wanted to develop a
performance management system which could enable the employees to get feedback about
their performance. This opens up a fair and transparent system in the company which can
build the employees’ confidence in the company.

3CHANGE MANAGEMENT
There might be difficulties in establishing these new changes. However, setting up
new things requires challenges and there are always resistances to be dealt with. Moreover, as
Silva had never worked before in a role like this, the task of setting up the new change
management structure is more challenging. Nevertheless, Silva’s dynamic vision and
revolutionary ideas could bring in a new era of success in the company. The CEO’s faith and
belief in the ideas could prove beneficial for the ideas to be implemented. The main challenge
of working in a new environment with no experience in the field is to gain respect from co-
managers so that their co-operation can play a important part in the new change management
system.