Strategic Management Essay: Evaluating Change Management at Tesco PLC

This essay critically examines strategic management, focusing on change management models and their practical application within a business context. It begins by introducing the concept of change management and its importance for adapting to evolving business environments. The essay then delves into a comparative analysis of various change models, including Kurt Lewin's three-step model, Kotter's eight-step model, and McKinsey's 7S model, evaluating their strengths and weaknesses. The author argues for the effectiveness of Lewin's model for Tesco PLC, especially in the context of geographical expansion, and emphasizes the need for flexibility and cultural understanding. The essay concludes by highlighting the significance of leadership, particularly situational leadership, in facilitating successful change implementation, and emphasizes the role of effective communication and conflict resolution in the process.

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The changing environment of business organizations requires them to effectively
adapt and strategize their business policies and functions so as to be able to utilize the
opportunities available to them and tackle the challenges that may arise as a result of the
threats posed from the external environment (Shidane 2017). Change management is,
therefore, an essential process which involves the identification of the potential opportunities
and threats that will determine the growth and development of the business organization
(Cameron and Green 2019). There are several model of change management that may be
adopted by business organizations for effectively implementing changes that may bring about
increased productivity and profitability for them. Such change models may be identified to be
Kurt Lewin’s three step change model, Kotter’s eight step change model or McKinsey’s 7S
model.
Kurt Lewin’s change model provides a change implementation plan for business
organization in three simple steps. These steps are unfreezing, changing and refreezing.
According to me, the effectiveness of this change model is owing to its simplicity and
consideration of challenges that may arise in the change implementation process. The first
step of unfreezing pertains to the creation of an awareness among the members of the
organization regarding the need and purpose of implementing changes in the current business
operations or structure (Cummings, Bridgman and Brown 2016). The second step pertains to
actually making the desired changes within the scope of the organization and training the
employees so as to gather maximum participation and engagement. The third step of
refreezing pertains to stabilizing and solidifying the changes made in the previous process
through the alignment of the interests and activities of the members of the organization with
the objectives of change (Worley and Mohrman 2014).
Kotter’s 8 step model of change management involves the processes of creation of an
urgency for the change, formation of a guiding team using the change agents, creating a

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vision for change, communication of the vision, removal of challenges and obstacles, creation
of short-term objectives, building on the change, and solidifying the changes (Tang 2019). I
feel that this mdoel of change model is highly effective as it points out specific actions to be
undertaken by an organization during the change implementation process. However, this
model is highly time consuming and elaborate for which, I feel, no scope is left for the
organization to adjust their actions in case of challenging situations.
McKinsey 7S change model outlines certain hard and soft elements which are to be
taken into consideration by business organizations during their change implementation
process. These elements include strategy, structure, systems, shared values, skills, style and
staff (Galli 2018). According to me, the model is effective in evaluating certain key aspects,
which are essential for the successful implementation of changes within the scope of
business. However, I can identify that this model fails to outline specific and systematic steps
or guidelines that are to be followed by business organizations during the change process.
From the evaluation of the different change models, I have regarded Lewin’s change
model to be the most effective for TESCO plc. It is so because, the model is simple to
understand and execute, following specific guideline that leave the scope for the organization
to adjust in case of any challenges (Talmaciu 2014). The strategic option identified for
TESCO plc pertains to geographical expansion of the scope of the company’s business in
Africa, where they might be able to obtain a competitive advantage. I have chosen Lewin’s
change model as being appropriate for this strategic option because it will provide the
organization with the ability to recognize the potential opportunities and threats during the
change implementation process and adjust their strategies accordingly, thereby aligning the
interests of the members of the organization with the objectives of the change.

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As a change agent in the company, it is my responsibility to perform certain activities
that will help the organization to effectively implement the proposed changes. For this
purpose, I need to develop a certain level of flexibility in order to be able to effectively
exploit any opportunity that may arise during the change implementation process.
Furthermore, I also need to develop a diversified knowledge about the culture and people of
Africa so that I may be able to guide my subordinates during their business operations in the
region. I must also develop effective communication and listening skills so that I may be able
to avoid any miscommunication or misunderstanding among my fellow employees and
prevent discrepancies in the change implementation process. I must be able to take up
responsibility for the activities allocated to me and develop the necessary skills to prevent or
manage conflicts among my subordinates and fellow employees.
According to me, leadership plays an important role in determining the success of the
change management process. It is the responsibility of the leaders to establish an effective
means of communication among the members of the organization so that they are made
aware about the purpose of implementing the changes as well as their specific roles in the
process (Van der Voet 2014). As a leader, it is my responsibility to explain to my
subordinates about how the geographical expansion of TESCO plc may be beneficial for their
personal and professional development. Furthermore, it is also my responsibility to solve and
manage any conflicts that may arise among my subordinates by removing misunderstanding
or miscommunication and aligning their interests with the objectives of change. As a leader, I
must also develop efficient relations with the newly recruited members in the company as
well as the external change agents such as the suppliers or local governmental bodies.
The leadership style that needs to be adopted by me during the change
implementation process at TESCO plc is situational leadership. Situational leadership helps
in developing the performance of the employees by adapting to their needs and balancing it

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with the organizational needs (McCleskey 2014). This style of leadership will allow me to
make decisions and strategize effective means so that I may be able to efficiently utilize any
opportunity or threat that may come in my way.

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References
Cameron, E. and Green, M., 2019. Making sense of change management: A complete guide
to the models, tools and techniques of organizational change. Kogan Page Publishers.
Cummings, S., Bridgman, T. and Brown, K.G., 2016. Unfreezing change as three steps:
Rethinking Kurt Lewin’s legacy for change management. Human relations, 69(1), pp.33-60.
Galli, B.J., 2018. Change management models: A comparative analysis and concerns. IEEE
Engineering Management Review, 46(3), pp.124-132.
McCleskey, J.A., 2014. Situational, transformational, and transactional leadership and
leadership development. Journal of Business Studies Quarterly, 5(4), p.117.
Shidane, A.M., 2017. Strategic Change Management Practices And Challenges Of (Doctoral
Dissertation, School Of Business, University Of Nairobi).
Talmaciu, I., 2014. Comparative Analysis of Different Models of Organizational Change.
Valahian Journal of Economic Studies, 5(4).
Tang, K.N., 2019. Change management. In Leadership and Change Management (pp. 47-55).
Springer, Singapore.
Van der Voet, J., 2014. The effectiveness and specificity of change management in a public
organization: Transformational leadership and a bureaucratic organizational structure.
European Management Journal, 32(3), pp.373-382.
Worley, C.G. and Mohrman, S.A., 2014. Is change management obsolete?. Organizational
Dynamics, 43(3), pp.214-224.