This case study analyzes the organizational change project at Lakeland Wonders, a company undergoing a transition led by a new CEO, Cheryl. The assignment examines the reasons for the change, including internal factors like aggressive growth goals and external elements such as market shifts and technological advancements. It evaluates Cheryl's change approach, focusing on the dialectic theory, and identifies gaps in its implementation, particularly in considering internal resistance and communication failures. The analysis further applies frameworks like Burnes's speed and scale and McKinsey's 7S model to assess the need for change and the organizational context. It explores the impact of political, economic, social, and technological factors, along with the role of the union, and concludes by suggesting alternative approaches for successful change management, emphasizing the importance of aligning internal factors with external pressures.
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