Change Management Report: Evaluating ROBI and AIRTEL Merger Impact

This report analyzes the change management process implemented during the merger of ROBI and AIRTEL in Bangladesh. It focuses on the organizational changes, including stakeholder relations and cultural adjustments. The report emphasizes the importance of change evaluation using the PDSA cycle, and outlines a timeline for the evaluation process. It also discusses the phases of change management, including preparation, implementation, and reinforcement. The report concludes with a discussion on the benefits of the merger and the need for effective change management strategies. The analysis includes references to relevant literature and provides recommendations for how the change could have been managed differently or improved.

Running head: CHANGE MANAGEMENT
Change Management
Name of the Student
Name of the University
Author Notes:

1CHANGE MANAGEMENT
The changes of operations of the both the companies were coupled with changes in
operations of the company including relations with the internal and the external stakeholders of
both the companies (Dailystar.net 2019). The changes that would needed to be incorporated into
the culture are the changes that are deemed to be the most crucial. The management of the
companies would need to cater to the changes that would be needed to cater to the changes of the
company. Hence, the company would need to evaluate and implement the changes according the
nature of changes that were carried out by the company. The process of evaluation of the change
management could be effectively carried out by the company by following the PDSA cycle
(Jähnig et al. 2017). The aim of the change management that is to be carried out by the
companies includes proper planning, carried out and implementation of the change that would be
characterised by pertaining the education to thy staff regarding the benefits that they would be
subject to by catering to the changes. Finally, history related to similar change would needed to
be analysed by the company which would be followed up by acting on the initiative of change
that is to be carried out by the company.
Timeline for evaluation of the change
Definition of strategy of the
management
Preparing for the change 1 week
Preparation of management
team
2 weeks
Development of model of
sponsorship
1 week
Development of plans Management of the change 2 weeks
Action implementation 3 weeks
Collection and analysis of
feedback
Reinforcement of the change 2 weeks
Gap identification 4 weeks
Implementation of correctness 3 weeks
Table: Timeline for change evaluation
(Source: As created by the author)

2CHANGE MANAGEMENT
A process of evaluation of change was not identified in either of the organisation, hence,
a change evaluation process has been suggested. The change would be divided into three phases.
Phase 1 of the evaluation would be regarding preparation for the change: definition of the
strategies to be employed and, phase 2 would focus on the development of change management
plans that is the plans to be taken to implement the plan and the final stage would be
characterised by reinforcement of the change in both the organisations which would be
characterised by managing the risks and identifying the adequate actions.
On a concluding note, it can be said that the idea behind the merger has been generated as
a result of the benefits that both the companies would be subject to. As a result of the merger
both ROBI and Airtel would be subject to desirable outcomes. The change that has to take place
has to be evaluated using the PDSA framework.

3CHANGE MANAGEMENT
REFERENCES
Dailystar.net, 2019. Robi, Airtel complete merger. [online] The Daily Star. Available at:
https://www.thedailystar.net/business/telecom/robi-airtel-complete-merger-1315822 [Accessed
26 May 2019].
Jähnig, S., Tonkin, J., Gies, M., Domisch, S., Hering, D. and Haase, P., 2017. Severity
multipliers as a methodology to explore potential effects of climate change on stream
bioassessment programs. Water, 9(4), p.188.