University: Managing Change in DRAX Technologies - BSS064-6 Report

This report examines the change management process at DRAX Technologies, focusing on the integration of Drax Technology and Drax Services. It analyzes the cultural differences between the two divisions, the impact of leadership styles, and the potential of agile working methodologies. The report highlights the challenges of the merger, including power dynamics, differing expertise, and the need for effective change management strategies. It also explores the importance of leadership in navigating the merger, the impact on performance and productivity, and the role of shareholders. The report utilizes models like the Cultural Web and Lewin’s model to provide a comprehensive analysis of the situation and offers recommendations for a successful integration. The report also addresses the need for change management strategies, incorporating agile ways of working, leadership, and the impact on performance, productivity, and quality, alongside power and politics.

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MANAGING ORGANIZATIONS AND LEADING PEOPLE
Student’s Name
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University
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Table of Contents
Effective Management of Change Process in Drax Technologies.............................................3
Cultural Web.......................................................................................................................3
Leadership in DRAX services............................................................................................4
Culture C.............................................................................................................................4
Agile ways of working........................................................................................................5
Leverage agile at the company level...................................................................................6
Leadership...........................................................................................................................6
Performance, Productivity, Quality....................................................................................7
Profit...................................................................................................................................7
Leadership...........................................................................................................................7
Power and Politics..............................................................................................................8
Shareholders interested in profit.........................................................................................8
Divisions have different leaders (conflict?)........................................................................9
Knowledge and expertise....................................................................................................9
Expertise in compliance and safety....................................................................................9
Technology expertise potentially changes power relations................................................9
Change Management and Kaleidoscope (diagnostic).........................................................9
Lewin’s model – too simplistic for the complexity in Drax- Understanding Lewin's......10
References...........................................................................................................................................11

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Effective Management of Change Process in Drax Technologies
In order to achieve the company’s strategic aims of significant growth in the next 3-5
years in the current market, which is becoming more competitive with new panel
manufacturer entrants, DRAX has recognized that in order to remain competitive and grow, it

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needs to innovate, better understand and profile its customers and harness and exploit the IoT,
ML, AI, etc. To create and market new products and services (Rajabi and Lee, 2010). The
integration of Drax Technology and Drax Services will be a significant merger that will do
just the same. But, with new milestones, enter new challenges and these should be examined
critically before heading towards a particular direction (Yindok, 2019).
Cultural Web
The two divisions have very different organizational culture and composition. The
Tech division has around 25% of the staff and gives out 50% of the profit, and they are
pioneers in alarm technology. They are hardworking and motivated. The services division, on
the other hand, has 75% of the staff with a 50% profit. Culture consists of the long-
standing, for the most part, implicitly shared values, beliefs, and assumptions that
influence behavior, attitudes, and that means during a company (or society). This definition
has many vital implications:
Culture is implicit. Those who share during a culture notice their culture difficult to
acknowledge. The foremost perceptive cultural observers usually square
measure outsiders, as a result of cultural givens aren't implicit to them. The cultural
influences, however, folks behave and the way, people perceive their own actions (Guimbert
and Oostendorp, 2016). As a result, culturally influenced beliefs and actions feel right to
people, even whereas their implicit underpinnings build it difficult for those folks to
grasp why they act the way they are doing or why alternative means of acting may
additionally be appropriate.
The leadership style will be changed from dictatorial to consultative and clear to
diffuse. If not considered, there will be problems like.

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• A shift in leadership vogue will generate turnover among workers who object to
the modification. This can be very true for prime talent, who are typically the
foremost mobile workers.
• Loss of prime talent will quickly undermine worth in integration by draining
intellectual capital and market contacts
Leadership in DRAX services
With the merger, the leadership style also merges, in Drax Services, 75% of the staff
contributes to 50% of the profit, the leadership style can be partially responsible for the poor
performance. The leaders might be unable to get the whole team to focus on one job only,
thus creating staff or a team that is focused on varied directions.
Culture C
When 2 corporations merge, the belief is usually created that they must take the "best"
of every company’s culture and integrate them, very similar to making a "Best Of"
CD from a band's previous recordings (Meral and Yaslioglu, 2017). Would that admixture
cultures were as straightforward as sequencing tracks on a mix CD! Company strengths are
generally incompatible.
Solid, a lot of mature corporations typically acquire startups as a method of adding
merchandise to their portfolio. What they often realize is that the structural controls and well-
outlined processes that are a trademark of predictable performance for the acquirer could also
be not possible to combine with the less structured ways that of the start-up. At a lot of varied
integration than a straightforward addition of desired qualities is needed. The organizational
culture in the two subsidiaries is varied by leaps and bounds, Drax services are more of a
casual team than Drax Tech.

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The word “Culture C” implies creating a new culture out of the cultures culture A,
and culture B. The culture of DRAX tech surely has better work ethic, whereas the culture of
DRAX services does not. Combining them to create a culture which has good work ethic and
high morale, with a good leadership, rather say, a combined leadership is difficult and
challenging. Adequate change management strategies will be required at all points.
The impact of dissolution can be bad for business, as work won’t be done properly
and the clients would definitely not prefer this.
Agile ways of working
Start by learning what Agile is, and the way it works
According to the consultants, as a result of Agile could be a fully totally different approach
than the sequent body of water development with that several managers and business
executives square measure familiar, reaching to grips with the construct before execution it's
essential. A lot of ancient body of water approach takes on an A to B construction-line
methodology, with needs and execution plans being created within the start of a project
before being passed consecutively from performing to perform
Pick the correct methodologies (Jeyasingham, 2014).
As a project management methodology, Agile is very interactive, permitting speedy
changes throughout a project (Joslin and Müller, 2015). It additionally offers repeatable
processes, reduces risk, permits for immediate feedback provides quick turnaround and
reduces quality. It's not a regular observe, however, and inside the methodology square
measure variety of frameworks that square measure applicable surely sorts of business and/or
commas.
Start little and move up (The Ways of Enhancing the Prestige of Working Professions, 2013)

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While ideally, the whole organization can eventually add an agile means, adapting
an organization that is employed for sequent development would force a major effort and
patience. Ever-changing the whole company night long is not possible for this reason,
therefore it's suggested that instead, firms begin by incorporating Agile in individual
departments. The specialists recommend that a lot of organizations begin by incorporating
Agile inside the IT department, that is typically a lot of accustomed to the principles, before
operating outward, extending to alternative departments, within which the initial practitioners
within the IT department will then act as coaches.
Leverage agile at the company level
“Executive roles may additionally get pleasure from operating in Agile groups,”
Morales and Van Delaware Wetering afore mentioned, “By operating agile, managers and
leaders will learn from alternative disciples and folks from acting at cross-functional teams;
get to grasp their clients first-hand by collaborating in customer sessions, and study common
challenges the organization is facing and also the thanks to overcoming them.”
Leadership
An important, consider team success in any side of a business is clarity relating to
roles and responsibilities, and also the right balance of authority and responsibility. Despite
the cooperative nature of Agile, this can be still the case. Whereas groups should be nimble
and also the individual members snug with ambiguity and experimentation, leadership
continues to be vital (Engel et al., 2015). Leaders should be capable of characteristic and
emphasizing best practices to employees throughout the transition to Agile operating. This

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can be to not say that leaders ought to revert to a prime-down hierarchy, and also the
consultants expressed that they must avoid giving orders.
Performance, Productivity, Quality
Extant research posits that mergers and acquisition (M&As) do not create value. Still,
many firms adopt expansion strategies such as alliances, joint ventures (JVs), and M&As to
grow and enhance their performance. Through performing a meta-analysis of 204 papers that
assess the relationship between the three most prevalent expansion strategies formed by
firms, alliances, JVs, and M&As and their different substantive and symbolic performance
effects, this study contributes in two ways. First, it becomes clear that alliances and M&As
enhance a firm’s substantive performance, while no positive performance effect is observed
for JVs. In turn, all three expansion strategies boost a firm’s symbolic performance in terms
of its legitimacy and status. For the Drax tech and Drax services, the same will happen,
everything will go down once before coming up, the Drax tech will be hit hard as compared
to Drax Services as it does not have a very high benchmark set. To come out of it, a strong
will and leadership will be required.
Profit
As already stated, Drax tech gives a 50 % profit with 25% of employee force and
Drax services give the remaining 50% with 75% of employee force. This will go down with
the merger and will take a certain amount of time before reaching the desired goal set for the
next 3-5 years.

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Leadership
Mergers (Kumar, Haine and Brown, 2014) are high-profile, unsound events.
Success needs govt alignment with the goals for performance and price capture, the approach
to mitigating integration risks, and therefore the desired “Drax services and Drax Tech’s
merger” culture and ways in which of operating. The stakes are immense, as
executives should build selections within
the intense surroundings of enthusiastically expectations and tight timelines, shaded by
the information that mergers typically outline leaders’ careers and legacies, for higher or for
worse. The same applies to Drax services and Drax Tech. Leaders need to have a
conversation, not just conduct the typical operations integration review. People have to really
get to know and understand each other and build a high level of trust.
Power and Politics
Top-team alignment workshops strengthen the capabilities of individual leaders and
the leadership team, equipping them to lead the bigger, more complex organization created
by the merger and to exceed the expectations set for the deal (Remi Alapo, 2017). Successful
integrates conduct multiple top-team sessions to help executives define Drax services and
Drax Tech’s merger’s strategic vision, performance expectations, and goals for capturing
value; set the direction for integrated planning, including guiding principles anchored in the
deal rationale; and establish Drax services and Drax Tech’s merger’s cultural themes and
ways of working, including its operating model and governance.
Shareholders interested in profit

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The shares for once go up, with the good news of a merger, which can hold the
shareholders' interest. But they will fall down if the merger issues like cultural differences are
not solved.
Divisions have different leaders (conflict?)
Different services with different leaders, like the one for Drax Tech and Drax
services, have different leaders with different understandings and thinking they each have
greater power over each other. This can lead to conflict, and this needs to be resolved if the
company is to be turned in a different direction altogether.
Knowledge and expertise
Both the leaders have knowledge in different areas, and combining them involves
numerous brainstorming sessions and workshops.
Expertise in compliance and safety
The workshops that were once complete, need to be redone as with different
infrastructure and machinery for both Tech and services will be changed, and employees
would require a new set of information.
Technology expertise potentially changes power relations

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Like in any scenario, for the merger of the Drax tech and services, ultimately the
power will go to the one with expertise in knowledge, which seems to be better off with the
management of Drax Tech according to the stats.
Change Management and Kaleidoscope (diagnostic)
Change kaleidoscope (Whittington, 2019) is a comprehensive and better tool that
offers people and organization to view the environment and the organization in such a way
that it is contextualized by the organization, its people as well as the surroundings of that
particular firm. A small explanation of the model.
Source- www.mindtools.com (Models and Lewin, 2019)
Lewin’s model – too simplistic for the complexity of Drax- Understanding Lewin's
Change Management Model
If you have a large cube of ice but realize that what you want is a cone of ice, what do you
do? First, you must melt the ice to make it amenable to change (unfreeze). Then you must

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mold the iced water into the shape you want (change). Finally, you must solidify the new
shape (refreeze).
This is far too simple, the technology is ever-changing, the freeze and unfreeze
process being repeated again and again will only lead to complexities of the situation like
Drax tech and Drax services (Mindtools.com, 2019).
Melting the whole ice cube means that dissolving the whole company of DRAX, and
creating a new one from scratch, this will lead to losses, more issues and conflicts within the
leadership. Also, it will be time consuming and bad for the existing consumers and clients
because it will cause loss of existing business and future endeavours.