MG625: Report on Planned and Unplanned Change and Development

This report examines the concepts of planned and unplanned organizational change, differentiating between internal and external factors that drive these transitions. It explores how organizations, such as Whittard of Chelsea, adapt to various challenges, including technological advancements, demographic shifts, and economic pressures. The report analyzes how businesses manage changes in response to market dynamics, technological innovations, and external events like the COVID-19 pandemic and Brexit. It also highlights the importance of strategic planning, communication, and resource allocation in managing change effectively. The report covers how companies respond to efficiency deficits and global economic competition, including the adoption of digital strategies for business continuity and market expansion. The analysis encompasses the impact of political regulations and worldwide economic rivalry on organizational strategies and operations.

MG625 LEADING AND MANAGING CHANGE

Table of Contents
Synthesise unplanned and planned change and organisational development approaches..................3
References.............................................................................................................................................7
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Synthesise unplanned and planned change and organisational development approaches
Throughout the rapidly evolving market climate, ancient companies need to evolve to
become more responsive and agile to face global hazards effectively. Many organisational
changes are introduced in quite a structured way to accomplish particular goals and
expectations. There are two types of organizational change which are planned and unplanned.
Also, both the changes can be implemented internally, externally or both regarding the
expectations of the organization. After all, as mentioned herein, organisational change can be
introduced from anyone within the preceding contexts:
Planned internal change: Planned internal transition can be seen by the organisation as a
strategic move with the aim of improving the essence of the company itself as well as the
manner an organisation conducts its operations. It could be done from one of the multiple
segments: through modifying the facilities or goods, through adjusting the organizational
bureaucratic process and also by altering the framework of the company or its scale.
 Facility or item alterations: An enterprise typically continues down the road with the
Planned Internal change initiative when the management wishes to consolidate the
market spectrum or whether the organization feels sufficient demand to provide the
company with such a new path or revive the company through bringing additional
facility or commodity categories (Nowik, 2020). In order to achieve the goals of
transition, a certain planned alteration would entail a reasonable quantity of pre-
planning, successful communication and resource allocation. As major aspect of a
larger retail approach to Omni-channel, Whittard of Chelsea, the premium global
merchant for tea, coffee including cocoa all around the world, has appointed e-
commerce technology interface Tryzens to turn its digital marketplace as well as
digital business platform. (Sillitoe, 2019)
 Changes throughout organisational form and composition: Inside an organisation,
for the realisation of pre-defined priorities or targets, organisational reform or
modifications throughout the organizational system are made. As per the new
legislation of UK government due to COVID-19 outbreak, the Whittard of Chelsea
have to introduce different work culture with short-time working schedule and
different payment approaches to prevent the retrenchment of employees.
(Whittard.co.uk., n.d.)
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Planned external change: As a structure, companies are controlled through both internal
conditions and external conditions of transition. Such category involves numerous variables,
such as technical improvement and developments throughout the area of information
communication technology processing. These variables are external by definition, which are
indeed incorporated in a designed method inside an enterprise with the purpose of enhancing
operational effectiveness as well as maximizing productivity and efficiency.
 Advancement in Technology: significant advances in technology have facilitated a
transition throughout the way modern companies work. The directions in which
employees manage their work have been modified by technological growth (Aslam et
al., 2018). For instance, a major proportion of the engineering and development
mechanism has been standardized inside the business sectors and is increasingly
dependent on information technology. Due to the COVID-19 outbreak, the company
implemented a contactless payment method to conduct business with digital
approaches.
 Innovations in data and communication handling: In the modern age, with the help
of technological advancements in communication and advances in data processing
techniques along with digital interaction infrastructure, fibre optic networks, wireless
connectivity and virtualization, etc., this has now become significantly simpler and
quicker for companies to connect with business associates and others (Davis and
Dolson, 2018). The purpose of Whittard of Chelsea's utilisation data analytics refers
mainly to make it easier for the company's employees to generate reports, because
mostly several manual methods are generally used for documentation process, then
employees would be reassigned to be willing to interpret documentation instead of
just creating those.
Unplanned Internal Change: Unscheduled internal transition may be seen through a change
which happens but never with a calculated manner or even as an implementing change inside
of an organisation, but is initiated during an uncontrolled way in reaction to something like a
transformation in an organisation's demographic makeup or response to improvement
deficiencies.
 Shift throughout the demographic formulation: With the growing proportion of
female workers entering the company as well as, in comparison to this, senior
employees approaching jobs in the private sector while finishing their service in the
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government sector or public sector as well as growing the concentration of diversified
staff members in organisations mostly as consequence of the globalisation of
economies of the world, the demographic components of the organisation has
witnessed a significant modification these days (Lewis, 2019). The rapid demographic
shift would cause organisations to acclimate. As the United Kingdom governing
authority feels to leave the European Union, the concept of Brexit impacted the
market approach of the companies. Most of the companies are planning to deal with
such issue as well as to develop sustainable business strategy if Brexit happens.
Whittard of Chelsea is trying to improve the connection with other countries like
China to continue their business growth even after the Brexit (Smith, 2019).
 Efficiency deficits: Productivity discrepancies correlated with a company may cause
an organisation to adjust whether in the context of diminishing profit margins and
perhaps non-performance of just a particular product or facility on the marketplace or
slowing down selling caused by unexpected circumstances. Empirical studies have
shown that differences in efficiency serve as generators for organisational
developments. Whittard of Chelsea is now focused on digital marketing for making
profit due to the coronavirus outbreak. The brick and mortar stores are not much
effective for the current scenario, therefore, they are implementing different strategies
for virtual business process (Whittard.co.uk., n.d.).
Unplanned External Changes: 2 main reasons perform a vital function in forcing
companies to adapt, such as global financial instability as well as adjustments in government
regulations.
 Political legislation: the fundamental essence of an organisation's market and how
companies function in an increasingly challenging world are profoundly affected by
adjustments in regulatory requirements. Because of economic globalisation and
liberalisation, the authority has implemented regulatory modifications through the
context of de-licensing, exchange rates of currency, etc. for assisting domestic
organisations remain successful and generate the anticipated profitability. Also, for
the current situation of pandemic, the government implemented some health
guidelines for the companies dealing with a large number of individuals. Therefore,
Whittard of Chelsea announced that the mask is mandatory for in-store interactions of
the customers. Also, they have used distance markers to maintain proper physical
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distance among the customers and sanitizing facilities all over the stores.
(Whittard.co.uk., n.d.)
 Worldwide economic rivalry: International economic factors produce inflationary
stresses on companies and push them to adapt through vigorous advertising and
communication strategies to gain a reasonable market share, maintain a leading
advantage throughout the worldwide market as well as broaden the potential customer
base. Whittard of Chelsea adapting the digital promotional and sales strategy to deal
with current business challenges and also to spread their business outside the United
Kingdom. (McDonald, 2019)
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References
Aslam, U., Muqadas, F. and Imran, M.K., (2018). Exploring the sources and role of
knowledge sharing to overcome the challenges of organizational change implementation.
International Journal of Organizational Analysis. [Accessed 10 November 2020].
Davis, M.W. and Dolson, M., (2018). Managing organizational culture and design during
succession. Journal of Practical Consulting, 6(1), pp.45-54. [Accessed 10 November 2020].
Lewis, L., (2019). 21 Organizational Change. Origins and Traditions of Organizational
Communication: A Comprehensive Introduction to the Field. [Accessed 10 November 2020].
McDonald, C., (2019). Whittard Spills The Tea About Its Use Of Technology. [online]
ComputerWeekly.com. Available at:
<https://www.computerweekly.com/news/252464410/Whittard-spills-the-tea-about-its-use-
of-technology> [Accessed 10 November 2020].
Nowik, C., (2020). Organizational Change Practices for a Post-Pandemic World. [Accessed
10 November 2020].
Sillitoe, B., (2019). Whittard Of Chelsea Seeking Right Blend Of Tech As It Looks East.
[online] Essential Retail. Available at: <https://www.essentialretail.com/features/whittard-
seeking-right-tech-as-it/> [Accessed 10 November 2020].
Smith, T., (2019). British Luxury Brands At LFW Look To China For Brexit Protection | Jing
Daily. [online] Jing Daily. Available at: <]https://jingdaily.com/british-luxury-brands-at-lfw-
look-to-china-for-brexit-protection/> [Accessed 10 November 2020].
Whittard.co.uk. (n.d.) Store Reopenings. [online] Available at:
<https://www.whittard.co.uk/temporary-store-closures.html> [Accessed 10 November 2020].
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