Impact of Change Management Models on Jaguar Land Rover Business

This essay provides a comprehensive analysis of business improvement and change management strategies, specifically examining their application within Jaguar Land Rover (JLR). The introduction highlights the importance of continuous improvement in a competitive market, emphasizing business process improvement as a systematic approach to optimize outcomes. The essay evaluates change management models, including the Kurt Lewin Change model and the McKinsey 7-S model, to understand how JLR has transformed its business. It explores the core competencies and capabilities of JLR, such as sustainable manufacturing and a strong brand image. The essay delves into the application of these models, discussing their advantages and disadvantages, and critically analyzing the use of transformational change and continuous improvement models, including the Deming Cycle, to facilitate continuous modifications within JLR's business processes. The analysis covers the implementation of these models, addressing challenges like employee resistance, and showcasing how JLR can leverage these frameworks to enhance efficiency, customer satisfaction, and long-term sustainability.

BUSINESS
IMPROVEMENT
And
CHANGE
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TABLE OF CONTENTS
INTRODUCTION ..........................................................................................................................3
ESSAY.............................................................................................................................................3
A. Evaluating the change management models that helped Jaguar Land Rover in transforming
its business...................................................................................................................................3
Critically analyzing the use of the transformational change and continuous improvement
model ..........................................................................................................................................7
CONCLUSION ...............................................................................................................................9
REFERENCES .............................................................................................................................10
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INTRODUCTION
In order to survive in present intense competitive world, it is important for organisation to
make continuous improvements. Business process improvement can be referred as systematic
approach that assists a company in optimising its underlying processes to attain more efficient
outcomes. The main purpose of business process improvement is that it helps executives of
company in identifying, analysing and modifying the present business processes within an entity
to meet the new aims and objectives (Pride, Hughes and Kapoor, 2009). In the present report,
various aspects of business improvement and change will be studied in context of Jaguar Land
Rover (JLR). Jaguar is among premium luxury car manufacturing company of the globe and
Land Rover is famous manufacturer of premium four wheel drive vehicles. In this report, impact
of change management model on working of Jaguar Land Rover will be studied. Critical
assessment of organisations uses of the transformational change and continuous improvement
models will be provided.
ESSAY
A. Evaluating the change management models that helped Jaguar Land Rover in transforming its
business
Core Competencies and Capabilities of Brand
Jaguar Land Rover is developed with the efforts of two giant British brands that design,
manufacture and engineer premium class automobiles in the UK. It is a subsidiary company of
TATA Motors which is an Indian automobile company. The core competence of Jaguar lies in its
designs and technology that help brand in developing environment friendly cars. The
organisation believes in sustainable manufacturing which enables it to reduce the impact of car
manufactured by brand on the environment. For this aspect, company has launched a CO2
offsetting program which helps in reducing the emission of carbon on environment by 21%
(2002-2007). The organisation has also reduced its operational energy consumption up to 27%.
The strong capability of brand helps it in developing environment friendly products. The core
value of Jaguar Land Rover is to design and manufacture luxury class vehicles in sustainable
way. The executives assure the work collaboratively with their members and environment
representatives with integrity, knowledge and strive to attain excellence in each and every task.
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Jaguar Land Rover is also ISO 14001 certified which is global environmental management
standard. The company also holds talented human inventory that help brand in providing the best
quality products and services to its customers. The mission of the company is to develop great
products that are fast and innovative (Prenkert, 2006). The mission statement depicts the JLR's
earnest desire to become leader in the field of environmental innovation. Further, the key core
competencies and capabilities of Jaguar Land Rover can be defined as follows:
 Sustainable manufacturing: Company has strong efficiency in developing products in
sustainable manner by reducing the negative impact of product on environment during
manufacturing as-well-as after sales.
 Competent human inventory: The organisation possesses skilled and talented human
resources who help company in attaining its strategic goals and objectives.
 Powerful brand image: Jaguar Land Rover is famous for providing premium luxury cars
and other services to its customers. The entity enjoys strong recognition in worldwide
market (Perrott, 2011). Adoption of TBEM model: The brand has adopted Tata business excellence model that
helps its business in staying aligned with present dynamic business environment. This
model helped organisation in integrating and aligning its new processes.
Change Management and Business Improvement
Change management can be defined as a procedure of bringing off modification in the
business to attain desired benchmarks. On the other hand, business improvement can be defined
as viable method that helps company in improving its processes to acquire the desired outcomes.
With the help of business improvement, the overall efficiency of company can be improved,
leading to greater satisfaction among customer, improved productivity of business, leading to
more profits etc (Paton and McCalman, 2008). It helps company in sustaining in long run as
changes are brought in organisation as per the prevailing market trends, needs of business etc.
Therefore, change management and continuous improvement facilitate easy attainment of
objectives of company.
Change management model
In order to initiate, manage and employ changes in business, there are various models that
can be used by the organisation. The change management model will facilitate Jaguar Land
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Rover in coping up with change which means company can optimistically overcome the negative
consequences. The changes are necessary to improve the overall performance of company.
Therefore, the change management model facilitates flexibility within organisation and thus
resolving various issues that are presently faced by the company (Papenhausen, 2009). The
change management model will further serve as guide and provide direction to Jaguar Land
Rover about what can be done, strategies and plans that can be adopted to manage the change
effectively in the business. Therefore, there are many change models that can be used by Jaguar
Land Rover, the description of which is as follows:
Kurt Lewin Change model: It is globally recognised model which was developed in
1940 that will help cited company in implementing change. It is regarded as three stage model
for change based on three processes namely; unfreeze change and unfreeze. The advantage of
this model is that it helps in making revolutionary changes in the company (Murphy and
Willmott, 2010). It also ensures that change is implemented permanently within the business.
The three steps that are used in this model to facilitate change are elaborated as follows:
Unfreeze: It is first stage of change implementation which prepares company for
modifications. The main purpose of this approach to provide understanding to employees that
change is vital for business and the employees are required to move away from their present
comfort zone. This stage help in preparing the entrepreneurs as well as employees before the
change ( Anderson and Anderson, 2010). Further, the management stimulate employees to accept
and implement the change for assuring the long term success of company. In this respect,
employees of JLR will be taught how to to work sustainability by reducing the energy
consumption in operations.
Transition: The model states that change is a procedure. It is important approach that
help the members in developing new attitude, behaviors and values by introducing change in
business. With the help of various process change and development techniques modifications can
be done by Jaguar Land Rover in present business practices (Cameron and Green, 2012)
However, the organization may face some issues like, resistance from employees as they are not
sure and frightened with change. Further, company can use Co2 offsetting model which will
enable employees so reduce energy consumption in design, manufacturing and distribution. The
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employees will be trained to use high performance engine, and lightweight materials while
deigning new products (Kurt Lewin Model 2016).
Refreezing: It is viable stage that ensure consistency after implementing change within
business. The main purpose of this step is to assure that changes are accepted become the new
standard for the employees. Therefore, the changes that are introduced by Jaguar Land Rover in
terms of techniques, processes, structure and objectives are recognized by the employees
(Creasey, 2009). Therefore, in this process, management assures that employees use new
techniques to minimize wastage of resources and Co2 emission, water use and garbage on land
fill. Therefore, the change will become the routine practice of business.
Therefore, it can be stated that Jagura Land Rover can use Kurt Lewin Method of change
management to bring revolutionary reform within company. Further, there are few steps in this
process so it is easy to understand for the management (Paton and McCalman, 2008). Further,
Jaguar Land Rover have strong focus on technology and engineering aspect and they are key
areas that require change. Therefore, another model McKinsey 7-S model can be used by entity
which is described as follows:
McKinsey 7-S Model: It is important change management model introduced in 1970 that state
transition can be brought into organization by focusing on 7 elements. The description of which
is as follows:
Strategy: It refers to plan of action that can be used to maintain and build competitive
benefits over rivals. It further help in assuring sustainability in the present competitive world.
Therefore, Jaguar Land Rover will develop innovative Eco-friendly cars which are still not
provided much by other rival entities. A sound strategy will help company in attracting
maximum customers (Bornstein, 2007).
Structure: It determine the hierarchical arrangement prevalent within company which
states the mode of reporting relationship among members. To facilitate change, structure must be
clear so that employees know their role in change implementation process. It will guide the
communication process.
System: It refers to routine actions and procedures of employees that help in completion
of various task and duties (Krogerus and Tschäppeler, 2013). The employees of Jaguar Land
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Rover use well defined system of doing various task to maintain consistency and quality of
production process.
Shared Values: It refers to culture prevalent within the organization and values, beliefs
etc shared by members that facilitate attainment of mutually determined goals. To initiate change
in the organization, core objectives, vision and mission of company are made clear to all the
employees.
Style: It refers to the mode of working of the employees in organization. Further, it
encompasses the leadership style adopted by the executives to influence employees in favor of
change management process (Mcadam, McAdam and Hazlett, 2009). Therefore, leaders of
Jaguar Land Rover use participative leadership style which enable them to obtain ideas,
suggestions from employees. Since, employees are part of change management process the
issues of resistance by them are reduced to large extent.
Staff: It refers to human resources having general skills and efficiency. The employees
will play major role in implementing the change within business. They will use new and
improved methods that are viable for introducing change in organization. Jaguar Land Rover will
need trained and skilled employees having knowledge of sustainable way of working (Johnson,
2009).
Skills: It refers to abilities within employees that help them in performing better. The
individual must have various skills that are important for implementing change in best possible
manner. To improve the skills of employees so as to match the requirements of change process,
the brand can provide necessary training and development session to employees.
On the basis of critical assessment of the aforementioned models, it can be stated that
Jaguar Land Rover can use McKinsey 7 S model as it emphasis on key factors that play viable
role in implementing the change. All the seven elements are inter-connected so focus must be
given on each and every element. On the other hand, Kurt Lewin method have limited approach
as it does not detail the factors that should be focused for implementing change.
Critically analyzing the use of the transformational change and continuous improvement model
The transformational change facilitate management of Jaguar Land Rover in bringing
revolutionary change by doing modifications in structure, culture, objectives and management of
entity. On the other hand, continuous improvement refers to process that involve consistent
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efforts by employee to amend the offerings and processes within the provided time frame. Both
the approaches use different models and theories which are explained as follows:
Model for Continuous improvement
Deming Cycle: It is important model that help in assuring continuous modification within
business process. It further involve use of four steps that facilitate constant modification in
provide time frame such as, it use quality cycle the plan-do-check-act (Chapman, 2012). The
description of which is as follows:
Plan: It refers to well organized process that identify the opportunities that can be gained
by implementing the change. It further detail the step by step actions that will be taken to
implement the change.
Do: It is important step that enable company in employing the modifications on small
scale. The plan of designing eco-friendly car can be prepared.
Check: In this step, the impact of the developed car on the environment and their
performance in market is analyzed so as to assure its marketability in future. The organization
also ensure that change makes difference. Such as, new car were effective in emitting reduced
amount of carbon etc ((Cameron and Green, 2012).
Act: It is concluding step, which enable company to implement change on large scale
considering its effectiveness. Further, entity constantly assess the outcomes of change.
Furthermore, for assuring transformational change within Jaguar Land Rover company,
Kotter eight step change model can be used.
Develop urgency: The management is required to develop a sense of urgency so as to
assure the requirement for change. For this aspect, increasing rivarly in market can be used as
tool ( Anderson and Anderson, 2010).
Form a strong coalition: It is important for management to use leadership skills to
persuade employees to support change by working together for attaining mutually desired goal.
Developing a vision: A clear vision is developed by company so as to develop values that
are central to the change.
Communicate the vision: The vision must be properly communicated so that employees
know what is expected from them (Papenhausen, 2009).
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Remove obstacles: There are many barriers to change process such as resistance from
employee etc that must be removed to ensure the success of process.
Developing short term wins: This aspect will help organization in developing short term
goals and ensuring they are attained. On the basis of it employees are encouraged to acquire long
term objective in same manner (Murphy and Willmott, 2010).
Building on the change: With the help of continuous improvement and analyzing the
outcomes of short term win the changes are build on.
Anchor the changes in Corporate culture: This aspect help in making changes a part of
routine activity. Changes are made significant part of corporate culture.
CONCLUSION
Summing up the entire report, it can be stated that is important function that enable
management of entity in making changes in its products, service, techniques, processes and other
working practices as per the need of environment. Jaguar Land Rover company can consider
Kurt Lewin change model, McKinsey 7S to assure change and thus implement sustainable
manufacturing practices.
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REFERENCES
Books and Journal
Anderson, D. and Anderson, A. L., 2010. Beyond Change Management: How to Achieve
Breakthrough Results Through Conscious Change Leadership. John Wiley & Sons.
Bornstein, D., 2007. How to Change the World: Social Entrepreneurs and the Power of New
Ideas, Updated Edition. Oxford University Press.
Cameron, E. and Green, M., 2012. Making Sense of Change Management: A Complete Guide to
the Models Tools and Techniques of Organizational Change. Kogan Page Publishers.
Creasey, J. T., 2009. Change Management: The People Side of Change. Prosci.
Johnson,W. P., 2009. Creative Blogging for Personal Or Business Improvement: "How You Do
Dat?". AuthorHouse.
Krogerus, M. and Tschäppeler, R., 2013. The Change Book: Fifty models to explain how things
happen. Profile Books.
Mcadam, McAdam, R. and Hazlett, S., 2009. Business Improvement: Integrating Quality,
Innovation, and Knowledge Management. Routledge.
Murphy, D.J. and Willmott, H., 2010. Organisation Theory and Design. Cengage Learning
Papenhausen, C., 2009. A cyclical model of institutional change. Journal of foresight. 11(3). pp.4
– 13.
Paton, A. R. and McCalman, J., 2008. Change Management: A Guide to Effective
Implementation. SAGE.
Paton, A. R. P. and McCalman, J., 2008. Change Management: A Guide to Effective
Implementation. 3rd ed. SAGE Publications Ltd.
Perrott, E. B., 2011. Strategic issue management as change catalyst. Journal of Strategy &
Leadership. 39(5). pp.20 – 29.
Prenkert, F., 2006. A theory of organizing informed by activity theory, sources of change, and
challenge to management. Journal of Organizational Change Management.19 (4).pp.
471-490.
Pride, W.M, Hughes, R.J and Kapoor, J.R., 2009. Business change. Cengage Learning.
Online
About Jaguar Land Rover. 2016 [Online]. Available through:
<http://www.cimaglobal.com/Documents/Thought_leadership_docs/Sustainability%20and
%20Climate%20Change/jaguarcasestudydec09.pdf>. [Accessed on 26th May 2016 ].
Chapman, A., 2012. Change management. [Online]. Available through:
<http://www.businessballs.com/changemanagement.htm>. [Accessed on 26th May 2016 ].
Kurt Lewin Model. 2016 [Online]. Available through: <//rapidbi.com/kurt-lewin-three-step-
change-theory/>. [Accessed on 26th May 2016 ].
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