Change Management Report: Adapting to a Dynamic Business Environment

This report explores the critical aspects of organizational change management in today's dynamic business environment. It emphasizes the importance of change management skills for leaders and managers, highlighting the impact of globalization and market shifts. The report discusses various approaches to organizational change, from vision-driven strategies to identifying present opportunities, emphasizing the need for adaptability and effective implementation. It examines the challenges organizations face in managing and implementing change, including the shift from episodic to continuous change. The report also reviews different change management models, including the classic "unfreeze-change-refreeze" model, and the importance of embracing change. It touches on the role of innovation, business model development, and the need for agile processes. References to various research papers and books are also provided to support the findings.

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Today’s global business organizations are facing a rapid change like never before.
Globalization has changed the market opportunities and scope. An increase in the diverse market
opportunities has increased the expectations of people. Therefore, Scrutiny of stakeholders has
increased to a level increasing overall wages. Thus, it is important to manage change while
matching up with stakeholders expectations. This is one of the most important skills required in
today’s leaders and managers (Hayes, 2014; Bradley, 2016). An organization witnesses a
significant organization change when an organization changes its overall strategy. It may also
occur when an organization evolves through various life cycles. For the purpose it is important
for the organization to implement a significant change at different places. Leaders and mangers
continuously make an effort to achieve a significant change. The only difference in between an
efficient and inefficient leader is an urge to achieve goals. The term change management is
reserved for managing organizational change, i.e. change in organizational configuration,
job structure, responsibilities, principles, leadership and culture, frequently held under the
organization development theory(Cameron & Green, 2015). Widespread change management
comprises of all subsystems controlling the success of change. Its purpose is to offer a support
to guide and measure the changes as per the targets. In order to continue that, it is important to
strive to build consciousness, knowledge, drive people to accept and Embrace the change.
Moreover this will help in showing them how they have rights in the success of the organization
(Shani & Noumair, 2017).
Organizational change takes place to improve the performance of the organization. It is
therefore a useful activity for the organization to gain efficiency. To enhance the performance in

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an organization performance, it is important to frame an overall activity. There are broad
approaches to guide a change in an organization. Some approaches work for the future prospect
eg: Involving vision and the action plan (Booth, 2015). There are other approaches that work
from the present to the future. Eg: Identifying present opportunities. This increases the scope of
change management and makes it a diverse, vital and robust activity for all. In order to
understand the organizational change it is important to guide successful change efforts. It
includes the basic system and structure in an organization. This is to gain effectiveness by
implementing organizational change. The efforts need to be made by gearing up the
organizational value and the people in the organization. The most appropriate part is to
significantly understand the various aspects. Thus the most critical aspect is to understand the
changes that are taking place in an organization (Gollenia, 2016).
The fact that the change is episodic, a disruption to an otherwise static business that states
the changes are taking place at a fast pace and it has become difficult for the business
organizations to keep up with the pace. It is quite evident that business is facing problems in
managing and implementing change. It has become one of the most serious factors for thriving
management of business (Cummings & Worley, 2014). The future of organizations depends on
the accomplishment of the change projects. It is therefore most appropriate to take an advantage
from the change activity to utilize benefits from it. Change management and alteration has
generated different organization development Theory. These studies have offered valuable
analysis of the flourishing change management in Different situations. Though, there is a
shortage of research on implementing and managing change. According to Gibbons, (2015), the
next decade will accelerate towards demise caused due to the notion that the business are static
entity, with rigid structures, and punctuated by episodic major change. An organizational change

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occurs due to the changing business environment. It has become evident for the business to gear
up for a situation that allows them to apply a change in a smooth way. Large sized business
organizations require an effective change to be implemented. From a scientific point of view,
metaphors are neither true, nor false. They help in leading in a better light. BAU, unfreezing, and
“management are about well-organized supervision of the status quo”. In today’s changing
business environment it has become evident to educate Management In the way training is been
given to the managers. It is important to equip them to manage change continuously. Change
management is a specific, discrete set of skills necessary for future growth. The role of the
manager and the change specialist is not a small subset of management and leadership. It is
connected with the majority of management and leadership role and development (Haslam, et al
2014). Change is every manager’s work. Managing change is also significant to be outsourced to
specialists. By changing Manager Mindset and cognitive disagreement people can reduce
unproductive business activity. Change is a disturbance to a stable status quo means that they
evaluate their experience with that nonexistent ideal. Change frustrations happen because the
world has to to be conventional to that ideal: stable and predictable. It causes a widespread
conviction that change must always be hard. For the purpose it is important for the organization
to implement a significant change at different places. Leaders and mangers continuously make an
effort to achieve a significant change. The change manager has to deal with a lot of changes
taking place in the business environment. The toughest part is the amount of hard-work they are
putting to gain results. The hard work requires to be made by gearing up the organizational value
and the people in the organization (Albach, et al 2015; Bridges & Bridges, 2017).

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As per Gibbon there is no frozen state in today’s competitive business environment.
Every organization tries to compete against the other. Frozen state is the state where there is no
change taking place. Previously the organizations have to "unfreeze" them. But the challenges
around the business organization have reduced the overall capacity. Business choosing not to
change makes loss on a long run whereas organizations opting for challenges are able to gain on
a long run. There is no "frozen" in today's businesses. Organizations are facing rising dilemma in
how they manage within their systems and structures. They are forced to deal in complexity and
environmental commotion and ‘adapting the appropriate response’ ruins more and more difficult
for the mangers within the accessible organization and structures. The value in stability is still
essential; functioning within specific routines and practices. This permit efficiency and
effectiveness to be continually at practice, all the time building the problem-solving process, so
as to master everyday jobs in composite environments to determine ‘known’ troubles in ‘given’
ways(Gibbons, 2015).
The classic “unfreeze > change > refreeze” theory does not function anymore. This still
remains one of the most classic change models introduced by Lewin in 1947. It is the basis for
many successive change models. Lewin’s change model seeks to “unfreeze” the accessible
conditions, to allow “change or transition” to happen. This has subsequently led to an arrival of
hopefully higher ability or capability, at which the model is again “frozen” or “refreezes” into its
new state. It is certainly an outdated model and somewhat dangerous for the growth and
development. The model anticipates resistance to change rather than engaging in the change. The
model assumes an eventual refreezing state where the organization remains without a change. In

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today’s competitive business environment it is a constant need to improve the operating model
and explore new venture in order to develop business model (Kondalkar, 2013).
The changing structure and model therefore allow in understanding the growing needs
and development. It is evident to react in the best possible way so as to reduce the chances of
failure. Upcoming business challenges are creating complexities in the business hence decreasing
the overall productivity. In the recent time an introduction to the innovation interplay discusses
the needs for changes and suggests importance of taking innovative activity in an organization.
The next generation business model requires a preliminary focus on development of effective
activities in order to enforce change. Yet today’s business organization requires an agile process
to deploy an innovative business practice. The struggle is to retain a significant market challenge
and to adopt positive changes in order to grow in a multi-dimensional way. The positive part of
growth is to retain a significant market share by creating effective business function and activity
and regaining a significant ambidexterity at work. The innovation struggle exits outside the
prevailing system hence affecting the organizational growth. The idea of innovation is used to
measure efficiency and effectiveness at work. By keeping a focus on a short-term plan, an
organization can gain sustainability.

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References
Albach, H., Meffert, H., Pinkwart, A., & Reichwald, R. (Eds.). (2015). Management of
permanent change. Springer Fachmedien Wiesbaden.
Booth, S. A. (2015). Crisis management strategy: Competition and change in modern
enterprises. Routledge.
Bradley, G. (2016). Benefit Realisation Management: A practical guide to achieving benefits
through change. CRC Press.
Bridges, W., & Bridges, S. (2017). Managing transitions: Making the most of change. Da Capo
Press.
Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to
the models, tools and techniques of organizational change. Kogan Page Publishers.

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Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage
learning.
Gibbons, P. (2015). The Science of Successful Organizational Change: How Leaders Set
Strategy, Change Behavior, and Create an Agile Culture. FT Press.
Gollenia, L. A. (2016). Business transformation management methodology. Routledge.
Haslam, S. A., van Knippenberg, D., Platow, M. J., & Ellemers, N. (Eds.). (2014). Social identity
at work: Developing theory for organizational practice. Psychology Press.
Hayes, J. (2014). The theory and practice of change management. Palgrave Macmillan.
Kondalkar, V. G. (2013). Organization effectiveness and change management. PHI Learning
Pvt. Ltd..
Shani, A. B. R., & Noumair, D. A. (Eds.). (2017). Research in organizational change and
development. Emerald Group Publishing.