Leadership and Change Management Plan Evaluation for Nestle

This report analyzes Nestle's leadership and change management strategies, focusing on the Nestle Leadership Program and the Develop People activity. It identifies gaps in the current approach, particularly in decentralizing leadership and employee involvement. The report evaluates the existing plans against established models like Lewin's Framework and Kotter's Change Model, proposing improvements. It details specific actions, performance measures, and timeframes for both programs, including stakeholder analysis and change plan elements. The report emphasizes the importance of communication, training, and performance evaluation to facilitate successful change management within Nestle, aiming to enhance employee engagement and organizational productivity. The report also provides a detailed change management plan for the "Develop People activity" focusing on employee training and development.

Running head: LEADERSHIP AND CHANGE MANAGEMENT
Leadership and Change Management
Name of the Student
Name of the University
Author Note

1LEADERSHIP AND CHANGE MANAGEMENT
Table of Contents
1.0 Introduction................................................................................................................................2
2.0 Discussion..................................................................................................................................3
2.1 Areas those are deficient for further development................................................................3
2.2 Demonstration of the gaps.....................................................................................................3
2.3 Evaluation of Leadership and Change Management Plan vs the best practices developed
earlier...........................................................................................................................................4
2.3.1 Leadership and Change Management Plan for “Nestle Leadership Program”...............4
2.3.2 Leadership and Change Management Plan for “Develop People activity”....................0
3.0 Conclusion.................................................................................................................................0
4.0 Reference List............................................................................................................................1

2LEADERSHIP AND CHANGE MANAGEMENT
1.0 Introduction
Traditionally, changes are brought into the organizational system every after 36 months
or more but organizations are facing faster, more interdependent and more cross-functional
change nowadays. Hayes (2014) thus depict that multiple changes in strategic vision have
become a necessity as it thrives in today’s changing landscape. The significance of leadership
and change management allows an organization to diminish the gap between the company’s
requirements and end-results. Goetsch and Davis (2014) also highlight that implementing
required change management and leadership plan in the organization also enhances the
likelihood of project success. McKinsey data also shows that the correlation between the
effective change management and meeting project objectives is exponentially increasing.
Image 1: Correlation between change management effectiveness and meeting project
objectives
(Source: Mckinsey.com, 2017)

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The organization that is taken into consideration is the Nestle that is one of the leading
dairy confectionaries across the world. This assessment highlights the gaps between the
mentioned leadership and change management requirement with the change management and
leadership plan developed in this assessment.
2.0 Discussion
2.1 Areas those are deficient for further development
The first aspect that is highlighted in Nestle is to de-centralize the leadership hierarchy
and giving equal opportunity to every manager to take decisions and then communicate with
each other. There are two projects initiated by the concerned organization- Nestle Leadership
Program and Develop People Activity. Details of the former program are defined; whereas, the
details of the second program or the plan to implement the second programs are not defined.
However, the major intention is to make the leader’s work more collaborative so that it
encourages the employee to work for the organization by remaining associating with the same.
2.2 Demonstration of the gaps
Previously, there are two models used for implementing the change management within
the workplace- Lewin’s Framework for change and Kotter’s change model. However, these
models do not involve only leaders, but involvement of employees are also present. In the first
model that is Lewin’s Framework for change mainly emphasizes on the three-stage change
management that is unfreeze the existing leadership and organizational approaches,
implementation of the strategies that is for enhancing the existing approaches and then based on
the effectiveness of the strategies, refreeze the change that is implemented within the
organization. However, previously, the model is not explained in terms of the change

4LEADERSHIP AND CHANGE MANAGEMENT
management implementation of Nestle. Additionally, in the second model that is Kotter’s change
model, the six steps are explained in details and can be connected with the change management
that is proposed previously for the organization Nestle.
2.3 Evaluation of Leadership and Change Management Plan vs the best practices
developed earlier
2.3.1 Leadership and Change Management Plan for “Nestle Leadership Program”
 Leadership Program Objective
The major objective of this change management plan is to de-centralize the hierarchical
structure that is followed in Nestle. In this way, all the leaders are equally responsible for taking
an effective decision that is best suited for the organization and enhances its productivity.
 Project Sponsor
The managing authorities of the organization and the CEO are liable to lead this
leadership change management for ensuring the project and change plan are implemented
effectively.
 Change Objectives and Principles
This leadership program aim to de-centralize the hierarchical structure of Nestle. After
the implementation of this program, authority’s abilities could be enhanced through self-
advancement and not with the appraisal apparatus. Regular enhancement of this plan is also
implemented by taking feedback from the leaders regarding whether or not the changed plan is
effective. Business ethics will be implemented by maintaining privacy when any involved

5LEADERSHIP AND CHANGE MANAGEMENT
companions, bosses and subordinates provide information concerning self development and
change to the administrator.
 Change Plan Elements
The major element of this change plan is the leaders of the organization and outside
association to measure the effectiveness of Nestle. The culture of the concerned organization is
also an important element of the leadership change plan.
 Key Stakeholder Analysis
The leaders are the key stakeholders and the mangers along with the subordinates are
also a part of the key stakeholders.
However, if the change is not implemented properly internal conflicts may arise and thus,
mitigation plan for such adversity should also be planned. The leaders should also encourage the
subordinates to take decision for the organization so that better productivity can be attained
through collaborative work. Moreover, the main concern of this leadership change management
is to make every individual competent for taking decision for the company based on their
competencies.
 Develop Change Plan
Considering the Kotter’s change model, following is the suggested developed leadership
change management plan.

Running head: LEADERSHIP AND CHANGE MANAGEMENT
Actions Activities to fulfil actions Performance Measures Timeframe
Sense of
urgency
 Identify the required change through survey within the
organization
 Evaluate the advantage and disadvantage of the identified
changes in collaboration with every managers
 Identify the competency of the organization to implement
the change
 Let the employee know about the change that is going to
be implemented
 In this approach only the
advantageous strategies are selected
that is required in the organization
 Empowerment of the
employees or subordinates also
enhanced
 Lesser conflicts among
employees
6 months
Creating a
guiding
coalition
 The leaders of Nestle select some managers to take
effective decisions.
 These managers will then take decision for their
respective departments and then present a report to the authority
 Effective communication system should be implemented
so that managers can share their feedback on the taken decision
 Effective collaboration among
the managers to take effective
decisions for the organization
irrespective of their departments
 Major focus on overall
development of the organization
6-8 months
Developing a
vision and
 Selection of the most appropriate method or the agreed-  Lesser conflicts as the selected
strategies is preferred by every
6 Months

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strategy upon approach suggested by managers
 Managers should also empower their subordinates and
take constructive suggestion from them to develop a vision or
strategy
 Regular training to the managers along with different
psychometric tests so that they can adopt the implement change
according to their nature and likeliness.
individual of the organization
 Enhancement in the leadership
style of the managers due to regular
assessments of their style and training
providing to them
Change
vision
 Evaluating the agreeableness of the leaders and identify
the resources that are required to implement the leadership
change management
 Assess the organizational performance compared to the
previous few years so that the progress can be witnessed
 Organising regular formal or informal meeting so that
knowledge sharing activity can be maintained
Development of the overall
performance of Nestle
Better collaboration of the leaders
Greater binding among the
subordinates
Effective communication among the
employees that enhances the
knowledge
10 Months
Table1: Leadership Change Management Plan

Running head: LEADERSHIP AND CHANGE MANAGEMENT
2.3.2 Leadership and Change Management Plan for “Develop People activity”
 “Develop People activity” Objective
The prime objective of this program is to develop the ability of the employees to cope up
with the implemented change and perform better during the change management process.
Moreover, another objective of this change management is to include employees as decision
makers along with their managers so that they can also sense the ownership of the organization
and can outperform.
 Project Sponsor
The managers are primarily liable of the development of the employees and their
subordinates. The involvement of the human resource department of managers also ensures the
progress of the employees.
 Change Objectives and Principles
The implementation of this change management ensures that the performance of the
employee will be enhanced after the change in leadership style of the managers. The ability of
information sharing, outperformance during the change and their engagement is the expected
outcome from the implementation of the “Develop People activity” plan. The business ethics can
be fulfilled through keeping the progress of the employee within the organization and the
managing authorities and necessary steps are to be taken for the development of that individual.
 Change Plan Elements
The employees and subordinates of each department are the key elements of this action plan.
Moreover, their working approaches and the culture adopted by the organization is also

1LEADERSHIP AND CHANGE MANAGEMENT
considered as important elements. In this aspect, the utilized technology also plays a crucial role
as it will help employees to adopt the changed management plan.
 Key Stakeholder Analysis
The employees are the key stakeholders in this aspect. Initially they face difficulty if the
change management plan is not properly communicated with them. Merrell and Watson (2012)
stated that some employees also have the fear that if they cannot perform well during the change
process, they might lose their employment. However, the managers should assess the
competencies of each employee and provide them opportunity to learn the change that is
implemented and perform according to their competencies. Thus, proper training,
communication regarding the approaches to adapt the change and regular feedback is the needs
of these stakeholders during the change management. This communication can be made through
newsletters, briefings from project team members and by frequently asked questions.
 Change Management Plan

Running head: LEADERSHIP AND CHANGE MANAGEMENT
Actions Activities to fulfil actions Performance Measures Timeframe
Communicating
with employees
regarding the
change
management
 The selected change management strategies
should be reported in the form of newsletter, personal
e-mails, new bulletins and cell phone messages to the
employees.
 If the organization also operate a social media
sites, information can also be shared on those media
sites as well so that employee can get aware of the
change management plan prior to implementation
 Communicate the mission of the change
management and the benefits that they will and the
organizational will get
 Provide proper justifications for the essential
change strategies and what support employees will get
to adapt the change
This activity ensures that all the employees
are aware of the change management
system and its associated benefits. This
approach allows the organization to
introduce the change strategies without any
conflicts and greater support from all
subordinates.
3 Months
Provide them
training
 Training should be provided for taking effective  This approach enhances the
adaptability in the employees to perform
4-6 Months

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decision making
 Training should also allow them to
communicate directly with the managing authority
 Training should be provided for guiding other
team members and support them in their decisions for
ensured collaborative work
with change
 Employees will also be able to
perform as a leader and a subordinate
together
Evaluating their
performance
 The performance of the employee can be
measured through various factors like their absenteeism
rates, their productivity and their understanding of the
job roles and responsibility.
 Constructive feedback should also be given to
them so they can assess their drawbacks and develop
strategies to enhance their performance. Managers can
also suggest strategies to develop employee’s
competencies.
 Reassess the performance of the employee to
evaluate whether or not they are compatible with the
 This approach will provide initial
support to the employee so that they can
cope up with the change and communicate
with the managers directly regarding the
working procedures.
 Training and regular feedback also
enhance their performance and
competencies and they can effectively
perfume as a decision maker.
6 Months