Analysis of Change Management Strategies at John Lewis & Partners

Desklib provides past papers and solved assignments for students. This presentation analyzes John Lewis's change management strategies.

Understanding
and Leading
Change
Task 3

Presentation will Cover
 Leadership approaches in John Lewis
for Change management handling.
 Change management models for
handling successful organizational
change

Organization Overview
 John Lewis & Partners are chain of
departmental stores in UK incorporated
in 1929.
 It is determined as retail industry by
employing 38100 people with 51 stores.
 It provides variety of products and
services including food items,
households, accessories etc that attracts
global customers for living better life.

Leadership Approaches In
John Lewis
 Adaptive qualities for change
acceptance are required by leaders
for guiding employees.
 Leadership approaches helps in
reducing pressure of change from
employees.
 Transformational Approach – Aims
at using strategies by changing
based on upcoming situations.

Cont..
 Situational Leadership – Sudden
crisis and losses aids in changing
plans and finds solutions for handling
situations occurred in business.
 Transactional Leadership –
Rewards and punishments are
provided for employee performance
by achieving planned goals and
objectives.

Lewin’s Change Management
Model
 Leadership approaches are best
suited for accepting change.
 Situational leadership style must be
practiced in John Lewis.
 It helps in boosting work flows and
targets from motivated employees.
 Lewin change model created with
three steps for processing change in
stepwise manner by Kurt Lewin.

Cont..

Cont..
 Unfreeze– It enhances employees to
accept change by using motivational
tools.
 Change – Management initiates new
styles, methods, processes for practicing
change that is accepted by employees.
 Refreeze – Change fights get stopped
as employees accepts change and
conduct operations according to it.

References
 Salman, Y. and Broten, N., 2017. Leading
Change. Macat Library.
 Espedal, B., 2017. Understanding how
balancing autonomy and power might occur
in leading organizational change. European
Management Journal, 35(2), pp.155-163.
 Nelson‐Brantley, H.V. and Ford, D.J., 2017.
Leading change: a concept analysis. Journal
of advanced nursing, 73(4), pp.834-846.

Thank You!