Report on Strategy and Corporate Change: Company Change Analysis

This report analyzes a company's strategy and corporate change initiatives. It explores how the change aligned with the company's strategic direction, identifying the change agent and the author's role in the process. The report details the internal and external triggers that initiated the change, evaluates its success, and discusses potential worker resistance. The analysis demonstrates an understanding of key organizational change issues, including structural development, resource allocation, and the management of strategic change. The report references relevant literature to support its findings, providing a comprehensive overview of the change management process and its implications for the company's performance and employee relations. The report underscores the importance of effective communication and trust in mitigating resistance and ensuring successful implementation of change initiatives.

Running head: STRATEGY AND CORPORATE CHANGE
Topic 6: Strategy and Corporate
Change

STRATEGY AND CORPORATE CHANGE 1
Table of Contents
The change aligned with the company’s strategic direction........................................................................2
Change agent...............................................................................................................................................2
My role........................................................................................................................................................2
How the change was triggered.....................................................................................................................2
Whether it was successful or not.................................................................................................................3
Possible instances of worker resistance to change.......................................................................................3
References...................................................................................................................................................4

STRATEGY AND CORPORATE CHANGE 2
The change aligned with the company’s strategic direction
One of the changed management efforts was for aligning the performance of each of the
employees associated with the firm. It was crucial to understanding the efforts put forward by the
employees to boost their performance along with the overall performance of the organization.
The firm’s strategic direction was to increase the efficiency of the work processes of the firm by
evaluating the employee’s performance. It can be done by redesigning the organizational
structure of the firm and allocating the desired tasks to each of the employees as per their
experience and expertise (Abratt & Mingione, 2017).
Change agent
The senior manager from the management team was the change agent as he retains the
power and authority to redesign the work roles and duties of each of the employees associated
with the firm.
My role
My role was to cooperate with the manager as per his direction and to provide him
relevant information regarding the expertise of each of the employees and their preferred domain
(area) in they are interested in working. Moreover, I was also responsible for monitoring that the
change initiatives are appropriately implemented and they are executed as directed within the
firm.
How the change was triggered
The change was triggered externally with the help of latest and innovative technologies
that included the latest software, new materials, changes required by the customers, legislation
and governmental policies (Rao & Tilt, 2016). On the other hand, the change was triggered
internally with the help of designing of the duties and roles of each of the employees associated
with the firm (Yun, Won & Park, 2016). There was an appointment of a supervisor for a group of
employees to monitor the execution of work and resource allocation to each of the employees,
and it was done as per the change management process. Moreover, one of the internal triggers
was collecting and appreciating new and innovative ideas from the employees regarding the
execution and evaluation of the work procedures.

STRATEGY AND CORPORATE CHANGE 3
Whether it was successful or not
Yes, the process was found to be successful as with the help of this procedure each of the
employees was receiving feedback regarding the gap in their performances which then helped to
boost the overall growth of the firm effectively. The cooperation and collaboration were required
from each of the members associated with the organization for achieving the goals and for
successful implementation of the change. The employees contributed effectively with their own
designated roles to make the overall change management process successful.
Possible instances of worker resistance to change
There were few of the instances witnessed regarding the resistance from the workers
towards change. It was seen that there were few employees those were not very happy regarding
the change, and they showed anxiety and uncertainty in their behavior towards the
implementation of the change. One of the reasons found was the lack of effective communication
that creates the resistance to change from the employees. One of the other instances was lack of
trust was seen within some of the employees regarding the execution of their assigned duties
(Hornstein, 2015).

STRATEGY AND CORPORATE CHANGE 4
References
Abratt, R., & Mingione, M. (2017). Corporate identity, strategy, and change. Journal of Brand
Management, 24(2), 129-139.
Hornstein, H. A. (2015). The integration of project management and organizational change
management is now a necessity. International Journal of Project Management, 33(2),
291-298.
Rao, K., & Tilt, C. (2016). Board composition and corporate social responsibility: The role of
diversity, gender, strategy and decision making. Journal of Business Ethics, 138(2), 327-
347.
Yun, J., Won, D., & Park, K. (2016). Dynamics from open innovation to evolutionary
change. Journal of Open Innovation: Technology, Market, and Complexity, 2(2), 7.