Strategic Change Management Report for Business Strategy Module

This report delves into the realm of strategic change management, analyzing the applicability and relevance of prominent models such as Kurt Lewin's, McKinsey's 7S, and John P. Kotter's. It assesses how these models can be used to implement change within an organization, considering factors like employee behavior, operational strategies, and top-down change processes. The report also explores strategic intervention techniques, including autocratic versus participative styles and technostructure interventions. Furthermore, it identifies the needs for strategic change, factors influencing this need, and the potential impact of a failure to adapt. The report concludes with references to relevant literature, providing a comprehensive overview of the topic. The report focuses on the application of these models to Framlington Property management model (FP). It provides insights on advantages and disadvantages of each model in the context of FP.

Strategic Change Management

Cont...
Applicability The applicability of Kurt
Lewin’s model is on the
implementation of
change in the
organization. It is all
about how change affects
through identification of
barrier and applying it as
per the human behavior
of the organization. The
core lies in ensuring
effective implementation
of change factors in the
working of the company.
The applicability of
using McKinsey 7S
model is useful
framework for the
organization. It is used
by the firms to monitor,
review and analyzing the
capabilities from. The
core of this theory lies in
implementing effective
strategies in the
organizational working
and operations.
The applicability of
using Kotter model is to
assess the top-down
change processes in the
working of business
entities. It includes
examining the projects
planned and decided by
the top management of
the firm.

b) Relevance of strategic change model
If FP(Framlington Property Plc) adopts Kurt Lewin’s change
management model;
Advantages
easily adapt to change as it has three steps involved
model focuses on the fear of employees who love to work in their comfort
zone.
Disadvantage
it does not cover all the areas within the organization.

If FP adopts McKinsey’s 7S,
Advantage
firm will be able to understand each of its operation
able to offer effective method for diagnose.
Model provides guidelines with the help of which organization
can make changes effectively.
Disadvantage
if any one factor changes, then all other remaining factors also
changes as all are interrelated.
.firms which have used this model have faced high incidence of
failure.

If FP adopts John P Kotter's eight steps
organization will be able to easily adapt as it has simple eight
steps.
it covers all the important areas in which effort of change could
have an impact.
firm cannot skip the steps
in order to implement effectively, it consumes lot of time.

C) Strategic intervention techniques
Following are the strategic which can be adopted:
• Autocratic versus participative style

Cont..
Human process interventions
Technostructure interventions

TASK 2

A)Need of strategic change at FP
Changes has to be taken place according to demand. Following
are the need of strategic change at FP:
Competitors
Desire for growth

B)Factors which influence the need of strategic
change
Internal and external factors influence the strategic change
management among are few of the factors:
Management functions
Structural transformation

C) Impact of resource if strategic change do not
work
Financial loss
Demotivation of employees.

REFERENCES
Cameron, E. and Green, M., 2015. Making sense of change management:
a complete guide to the models, tools and techniques of organizational
change. Kogan Page Publishers.
Frankland, R. and et.al., 2013. Integrated change management unit. U.S.
Patent 8,484,111.
Kuipers, B.S. and et.al., 2014. The management of change in public
organizations: A literature review. Public Administration. 92(1). pp.1-
20.
Haslam, S.A. and et.al., 2014. Social identity at work: Developing theory
for organizational practice. Psychology Press.
Bedarkar, M., Pandita, D. and Saini, R., 2016. Examining the Impact of
Organizational Culture on Customer Centricity in Organizations: An
Analysis. Prabandhan: Indian Journal of Management. 9(2). pp.19-28.