Sunoco, Inc. Case Study: Change Management, Stakeholder Analysis

This case study examines Sunoco, Inc.'s transition to a paperless system, driven by technological advancements, legal requirements, and cost considerations. The change management initiative involved alterations in processes, technology, and personnel. Key aspects included stakeholder engagement, risk assessment, and cost analysis, with an estimated project cost of $2.2 million over 20 months. A stakeholder analysis pyramid was used to classify stakeholders based on their participation levels, ranging from driving to understanding. Potential risks, such as resistance to change and stakeholder dissatisfaction, were addressed through communication, technical assistance, and change awareness programs. The success of the project hinged on effective communication, stakeholder involvement, and a clear understanding of the costs and risks associated with the transformation. Desklib offers a range of study tools and resources for students seeking assistance with similar assignments.

Running head: CHANGE MANAGEMENT IN AN ORGANISATION
Change management in an organisation
Name of the Student
Name of the University
Author Note

1CHANGE MANAGEMENT IN AN ORGANISATION
Response to Question 1
How to get there?
The idea for Sunoco, Inc. was to go paperless, as it has seen several kinds of
devastations in the past that resulted in the loss of crucial records and insights, which were
valuable for the company to engage on the perfect storm of opportunity. The change in the
Sunoco, Inc. will mainly involve the change in the people, change in the process and change
in the technological solutions, so it is important to engage the involvement of the
stakeholders (Cameron & Green, 2015).
Rational – For the change to take place effectively, a new organisation structure will be
required. It will involve inclusion of the new systems for Sunoco. It is for this reason a new
process will be required
Non-rational – The relationships with the stakeholders and the other internal staffs and
executives is about to change eventually with the change (Kuipers et al., 2014). The culture
may initially show resistance to change but will adapt to the changes.
Process Change
The change in the process will bring in a complete change of the existing applications
such as the tossing out of the 15% of the total internal storage to facilitate the process change.
Previously the entire internal storage was used for storing the legal requirements but
this is needed to be changed with the implementation of the process change (Becker, Kugeler
& Rosemann, 2013).
People Change
In the entire process of change management, a lot of people’s job roles and their
responsibilities may get affected. The leadership and managerial roles are expected to get

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affected with the following change. To deal with the entire IT team needs to train the
employees of the Sunoco, Inc. and also to the internal staffs about the steps of change so that
they develop a fair idea of about how the change will take place through computing.
Thorough communications and the engagement procedures are required to implement the
change (Jeston, 2014).
Information sharing
Information sharing is a diverse process in the change management and is very much
required for the successful implementation of the change. Information is expected to be
shared through face to face meetings and the formulation of the intended guidelines is also
required.
Cost of change
To implement the change in the system successfully, it is important to formulate an
apprehension of the approximate costs of the change. The project tenure is apprehended to
get over within a span of 20 months that would engage a total cost of about $2.2 million. This
fund is expected to be raised from the critical stakeholders who are also the important
investors of the confined project.
Risk Assessment
The implementation of change with the retention of the business records and
implementation of the strategies will involve a lot of risks. The risks that are expected to
creep up within the process cannot be eliminated from the management process but can
surely be mitigated with the help of certain guidelines and norms. The major risks that may
be involved during the process of change management may involve the resistance to change,
perquisite knowledge and stakeholders dissatisfaction (Li, 2014). These risks can be
mitigated with the help of tactics such as proper communication, face to face meetings,

3CHANGE MANAGEMENT IN AN ORGANISATION
technical assistance, change awareness programs and effective strategies for the engagement
of the stakeholders.
Response to Question 2
In the entire course of the change management, several stakeholders may react
variably to the concerned change, so it is essential to form a stakeholder analysis pyramid that
will help to provide a brief idea about the classification of the stakeholders. In the stakeholder
analysis pyramid the stakeholders have been classified based on their types of participation in
the entire process of change management (Andriof et al., 2017). These participation types
have been categorised into mainly five groups such as driving, advocate, active participation,
willingness and understanding.
Participation Description of stakeholders
Driving Four key vendors. These were the people who were directly impacted
with the change management.
Advocate A dedicated staff of four members who were confined towards completing
the project within time.
Active
Participation
Trucking firm who were engaged to box and move truckloads of
documents from Philadelphia to the scan centre.
Willingness The Chief Financial Officer or the (CFO) and the Senior Vice President or
the (SVP) of the Administration who was responsible for the many staff
groups in various departments.
Understanding 930 users who are not directly impacted by the change in the management
but they have been well informed beforehand about the change so that
they are able to develop a fair idea about the whole process of the change
management.

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References
Andriof, J., Waddock, S., Husted, B., & Rahman, S. S. (2017). Unfolding stakeholder
engagement. In Unfolding stakeholder thinking (pp. 19-42). Routledge.
Becker, J., Kugeler, M., & Rosemann, M. (Eds.). (2013). Process management: a guide for
the design of business processes. Springer Science & Business Media.
Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide
to the models, tools and techniques of organizational change. Kogan Page Publishers.
Jeston, J. (2014). Business process management. Routledge.
Kuipers, B. S., Higgs, M., Kickert, W., Tummers, L., Grandia, J., & Van der Voet, J. (2014).
The management of change in public organizations: A literature review. Public
administration, 92(1), 1-20.
Li, W. (2014). Risk assessment of power systems: models, methods, and applications. John
Wiley & Sons.