MMH356 Change Management: Analysis of Public Transport Victoria

This report provides a critical overview of the change management process implemented by Public Transport Victoria (PUBLIC TRANSPORT VICTORIA), focusing on the introduction of night services. It identifies the need for intervention, stemming from the absence of night transport services and political promises. The ADKAR model is used to analyze the change needs, while Kotter's 8-step model reviews the effectiveness of the implemented change process. The report diagnoses the implemented change process using McKinsey’s 7-S framework and concludes that the change process is largely effective, achieving its stated objectives with minor limitations. Recommendations are provided for future improvements. Desklib offers a variety of resources, including past papers and solved assignments, for students studying similar topics.

Running head: CHANGE MANAGEMENT PROCESS
Change management process
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Executive summary
The aim of this report is to discuss about the change management process being implemented by
PUBLIC TRANSPORT VICTORIA in terms of introducing the night services. Different models
and frameworks are being used in the determination of the change process in the organization.
The need for the intervention is identified and it is concluded that prior to the change, PUBLIC
TRANSPORT VICTORIA was not having any night plying transport services and thus the night
services were introduced. Furthermore, ADKAR model is used in identifying the needs for the
change for PUBLIC TRANSPORT VICTORIA. Kotter 8 steps models are used to review the
effectiveness of the change process implemented. This report concludes that except a few minor
limitations, the change process of PUBLIC TRANSPORT VICTORIA is implemented
effectively and the organization is functioning also in accordance to the stated objectives.

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Table of Contents
Background......................................................................................................................................3
Introduction......................................................................................................................................3
Intervention..................................................................................................................................3
Identification of the needs...............................................................................................................4
ADKAR model analysis..............................................................................................................5
Diagnosis of the implemented change process................................................................................6
Implementation process...................................................................................................................8
Conclusion.....................................................................................................................................10
Recommendations..........................................................................................................................10
Reference.......................................................................................................................................11

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Background
Public Transport Victoria or PUBLIC TRANSPORT VICTORIA is an Australian
organization that is mainly responsible for offering different types of services like, offering,
coordinating and further promoting the public transport based services. The organization had
started its operations on the 2md April 2012. The company had started providing the services by
taking over many different responsibilities of the other government based public transport
providing organizations like, Department of Transport and Director of Public Transport (Public
Transport Victoria.vic.gov.au 2019). The major focus of PUBLIC TRANSPORT VICTORIA is
to provide effective transport services to the customers all over the world. The change in focus of
PUBLIC TRANSPORT VICTORIA had taken place in order to attract more number of
customers with the help of public transport based offerings (Public Transport Victoria.vic.gov.au
2019).
Introduction
Change management is considered to be an important part of the operations that are
performed by modern organizations. The report mainly aims at providing a critical overview of
the major change intervention that had been implemented in Public Transport Victoria. The
analysis will be able to provide the details based on the environment that has been developed in
Public Transport Victoria and the restraining forces based on proper implementation of change
that are present in the organizational operations as well (Al-Haddad and Kotnour2015). The
framework that will be used for the analysis of the change implementation in Public Transport
Victoria is Porter’s eight step framework. The report will be finally concluded with the
recommendations based on the ways by which PUBLIC TRANSPORT VICTORIA can continue
its operations in the future (Cameron and Green 2015).
Intervention
The intervention that had been implemented by PUBLIC TRANSPORT VICTORIA in
its operations is the overnight pubic transport facilities that are provided to the customers on the
weekends. This service was started by PUBLIC TRANSPORT VICTORIA in the year 2016 and
was named as the Night Network. The service was first stared for a 12-month trail that was later
increased by another six months. Further, the service was made permanent and has become a part

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of the different services offered by PUBLIC TRANSPORT VICTORIA. The Night Network of
PUBLIC TRANSPORT VICTORIA mainly consists of around six tram based services, four
regional coaches and 21-night bus related services (Doppelt2017).
The major goal of the development of Night Network was based on the ways by which
the travelers can explore the night life of Melbourne city in a safe manner. The services that are
offered in this network are able to play a major role in the ways by which the trust levels of
consumers towards the organization can be increased and a larger consumer base can be
developed as well. The Night Network not only consists of buses; the train services are also an
important part of the convenience that the company aims at providing to the consumers (Helfat
and Martin 2015). The routes that are covered by the Night buses, trains and coaches are also
quite extensive and are able to cover huge areas. The organization has been successful in the
development of a network of services that are able to fulfill the demands and needs of the
consumers based on the ways by which they can reach their desired destinations in a safe manner
(Imran et al. 2016). The safety of passengers is considered to be a major priority of the Night
Network that has been developed by Public Transport Victoria. The presence of Protective
Services Officers or PSOs is also an important aspect related to the proper implementation of
change by the organization (Pugh 2016).
The change intervention that had been implemented by PUBLIC TRANSPORT
VICTORIA is based on the directive typology that is related to the ways by which the
organization can aim at maintaining its position in the industry. The change that has been
implemented in this case is directed by the top management of the organization in order to fulfill
the demands and needs of the consumers. The Night Network had proved to be a major part of
the operations that have been developed by the organization in order to help the consumers in
order to reach their destinations safely (Waddock and Kuenkel2019). The change management
process in this case is able to provide support to the organization so that it can maintain the
services that are offered to the consumers. The direction that can be provided to the organization
with the help of this change strategy is based on the ways by which it can increase the levels of
profitability and revenues that can be earned in the transport based industry (Public Transport
Victoria.vic.gov.au 2019).
Identification of the needs

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Prior to the discussion of the change process implemented in the Public Transport
Victoria, it is important to identify the needs or the requirements for them to initiate the change
process. This will help to determine the objectives of Public Transport Victoria in initiating the
change and can compare the level to which these objectives are being fulfilled after the
implementation of the change process (Worley and Mohrman 2014). In this case, the ADKAR
model will be used to identify the change needs for Public Transport Victoria. The following
sections will discuss about each of the elements of this model in view to the different change
needs for Public Transport Victoria.
ADKAR model analysis
The first element of this model is awareness, which states about the need and requirement
of the change. In this case, there are number of internal and external factors contributed as the
agents of change. One of the major internal push factors was the failure of NightRider bus
system in Melbourne. After ceasing the operations of NightRider, the entire region was having
the lack of night transport system that will cover all the locations is the city. Thus, it was one of
the major responsibilities of the authority to ensure the night transportation system in the city,
which lead to the introduction of Night Network (Hornstein 2015). In addition, another push
factor was the election victory of the Australian labor Party, which promised about introducing
night services once elected. The demand for the night transport was also a major external for
introducing the night services.
The next element of this model is desire, which states about the interests of the involved
parties in initiating the change. The major interested party in this case is the authority due to the
reason that the Australian Labor Party promised to introduce the night service once elected and
after their election, they are the more desired one to introduce the night services in the city
(Kazmi and Naarananoja 2013). On the other hand, the users or the passenger are another
interested party in this change process. This is due to the reason that passengers and night
travelers were having the need for safe, secured and comfortable night transport system and they
are also participating in it.
The next element of this model is the knowledge, which states about the data and
information and factors to be considered in bringing the change. In this case, the challenges for

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Public Transport Victoria were low due to the reason that they are already plying and operating
in Melbourne and has ample of experience in the transportation sector. Thus, the infrastructural
needs including coaches, trains, trams and buses were well available to the Public Transport
Victoria as well as organized (Parker et al. 2013). It was only the new business planning of
Public Transport Victoria that helped in bringing the change by introducing the night services.
The next element of the ADKAR model is ability that denotes the capability of the
change agent in managing the change process on periodical manner. In this case also, Public
Transport Victoria was having the advantages due to the reason that prior to the incorporation of
the night services, it was introduced as a pilot project for 12 months trial. After the initial success
of the trail stage, the services were made permanent. Moreover, the expertise of the Public
Transport Victoria in the public transportation sector is also ensuring the fact that they are
capable enough in managing the change process on periodical manner (Boca 2013).
The last element of this model is reinforcement that states the availability of the resources
in order to reinforce the change process for long term. In the case of night services by Public
Transport Victoria, they are large fleet of buses, coaches, trams and trains, which can be used for
different service durations (Karambelkar and Bhattacharya 2017). Moreover, with the rapid up
gradation of their fleet, Public Transport Victoria is becoming more capable to reinforce the
change process in the long term also. Thus, it can be concluded that based on the ADKAR
model, there are number of needs and contributing factors being identified for change.
Diagnosis of the implemented change process
Diagnosis of the change management in the Public Transport Victoria will be done on the
basis of McKinsey’s 7 steps model. This model will be used due to the reason that best ways of
the functioning of the organizational activities after the implementation of the change can be
analyzed. One of the major reasons of choosing this model over others is the coverage of larger
organizational areas. This model is having 7 elements from different perspectives and thus using
this model analyzing the change management process of Public Transport Victoria will be
beneficial in identifying the effectiveness of their organizational function. In majority of the
diagnosis models, only the tangible elements such as the human resources and systems are being
considered in determining their effectiveness (Kazmi and Naarananoja 2013). However, in the

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case of McKinsey’s 7 steps model, the intangible elements such as skills and style are also being
included and considered. The 7 elements of this model are strategy, structure, systems, shared
values, skills, style and staff. The following sections will critically analyze the current
organizational functioning of Public Transport Victoria after the change process on the basis of
each of these 7 elements.
The first element of this model is strategy that denotes the gaining of competitive
advantages by the implementation of the change process. In the case of Public Transport
Victoria, they have gained competitive advantages by initiating blue ocean strategy. This is due
to the reason that prior to the introduction of the night services, there is no other public transport
systems operating in Melbourne at night. Hence, by introducing the night services, Public
Transport Victoria is being able to cater to the entire market without any competition. This is a
major competitive advantage for them. The next element of this model is structure that denotes
design of organizational structure in the change process. Public Transport Victoria initiated a
dedicated department for the night service, which is responsible for all the activities related to the
services. Thus, night service is operated independently and causing no issues for the core
operation of Public Transport Victoria. The next element is systems, which refers to the
procedures that are being followed in getting the job done. In the case of Public Transport
Victoria, night services are being operated as a separate operation and the employees especially
the vehicle operators are required to get reported within the stated time. In addition, they are also
bound to go through health checkups in daily basis. This is ensuring safety for the passengers in
the night services.
The next element is shared values. This refers to the core ethics being followed in the
organizational culture of the organization. In the case of Public Transport Victoria, the existing
corporate culture is being followed in operating the night services as well. The training and
management process for the existing employees of them is also followed in the night services as
well. Thus, the ethics and culture for the new service are effective and tested and the risks of
getting negative feedback from the passengers are low (Imran et al. 2016). Existing style of
leadership being followed in Public Transport Victoria is democratic and participative in nature.
Being the sub services of Public Transport Victoria, leadership styles for the night services are
also the same. In this case also, the probability of emergence of issues is less because the tried

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and tested model of leadership is used. In terms of staffs, the existing and experienced staffs
from Public Transport Victoria are being selected for the night services. This is ensuring the
maintenance of the similar service standards and skills desired from them. Moreover, the
experience of the employees in the transportation sector is also helping in maintaining the
operational schedule and other requirements for the night services. The last element is the skill of
the employees, which is also effective and standardized in the case of night services. This is due
to the reason that existing employees from the Public Transport Victoria are being selected for
the night services.
Implementation process
In reviewing the implementation process of the change process by Public Transport
Victoria, Kotter 8 steps model will be used. According to this model, there are 8 steps or
considerations that should be followed in effective implementation of the change management
process. The following sections will discuss and evaluate the change effectiveness of Public
Transport Victoria on the basis of each of these steps.
The first element is increasing the urgency for implementing the change. This is
important because the involved stakeholders should have the sense of urgency for the change. In
the case of Public Transport Victoria, the major urgency was created by the election of the
Australian Labor Party. As per their electoral manifesto, they should have to introduce the night
services. On the other hand, the passengers travelling at night are also having the urgency for
night transportation. Hence, the change is being implemented for based on the urgency of all the
involved stakeholders (Mishra 2013). The next element of this model is building the team. Public
Transport Victoria created a separate team for examining the feasibility of the night services and
accordingly the pilot study was initiated. As of now, the night services are being controlled by
separate group dedicated for the operation of the night services. Thus, the implementation
process of the change in Public Transport Victoria is done based on the proper team.
The next step is the vision that was clear for Public Transport Victoria. The objective of
Public Transport Victoria in introducing the night services is to offer safe and secure night
transportation. Thus, the change process for them is based on a clear vision. The next step is the
need for effective communication with the stakeholders. In the case of Public Transport Victoria,

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communication with the external stakeholders including the passengers has been done through
advertisements and activities. This helped in creating the awareness about the night services
among the potential customers (Hui 2013). Thus, communication is done right for Public
Transport Victoria. The next step is getting the things in the change process moving by
empowering the action and mitigating the barriers. The pilot project initiated by Public Transport
Victoria prior to the commercialization of the service helped them to gather a few feedbacks
from the users and developing and improving the process accordingly. Hence, the change
process being implemented by Public Transport Victoria involved the feedback from the
stakeholders and ensured the continuous improvement in the process.
The next step of this model is focusing on the short term goals, which states that short
term goals should be initiated in order to have simpler process of measuring the success.
However, in the change process of Public Transport Victoria, this is one of the major gap areas
identified. There are not short goals being initiated by them and the entire change process us
based on their vision and stated objectives. The next element is the sustainable approach of the
process. This is also important because change process is expected to face number of challenges
and irrespective of these challenges; the change process should be continued (Chappell et al.
2016). It is well applicable for the Public Transport Victoria as well due to the reason that the
night services of them are not gaining significant profits and still the services are getting
continued. This will help to identify the areas of improvement in the existing process and
improve the system accordingly. In the case of night services, minor changes in any business
approaches might pose opportunities in the long term.
The last step of this model is the incorporation of the changes in the workplace culture. It
is important for the change process to be incorporated in the organizational culture. In the case of
Public Transport Victoria, night services are being commercialized and are one of the major
service offerings for them. In addition, the night services are also getting changed in terms of the
service approaches based on the feedback from the users and changes in the market trends. This
is ensuring that the change process is continuous in the workplace of Public Transport Victoria
and is flexible enough in coping up with the changes.
Conclusion

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The report can be concluded by stating that the intervention based on change that had been
implemented by PUBLIC TRANSPORT VICTORIA had proved a major part of the success that
has been gained by the organization. The night services that have been provided by the
organization are considered to be the most important factor that has provided major levels of
support based on the levels of success that have been gained by the company.
Recommendations
The major recommendation that can be provided to the organization based on the future
development of its operations is based on the ways by which the Night Network based services
can be offered to the customers on the weekdays along with weekends. This will be able to help
the organization to provide safer ravel based options to the consumers. The increase of services
will be also play a major role in proper development of the revenues of PUBLIC TRANSPORT
VICTORIA in the transport industry. PUBLIC TRANSPORT VICTORIA will also be successful
in the fulfillment of responsibilities that have been provided to the organization by the
government of the country.

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