MG630 Change Management: Organizational Adaption at Tesco Post-Brexit

This presentation examines the change management and organizational development strategies employed by Tesco in response to the challenges posed by Brexit and the COVID-19 pandemic. It discusses the impact of these events on Tesco's operations, including changes in strategy, structure, systems, skills, staff, style, and shared values, referencing McKinsey's 7-S model. The presentation further explores the strategic approaches and tactical options available to Tesco for handling these shifts, including the application of Kurt Lewin's Change Management Model, focusing on unfreezing, change, and refreezing stages. The conclusion highlights the importance of adapting to internal and external environmental changes, and recommendations are made for workforce development and training to improve employee capabilities in a changing environment. The analysis draws upon various academic sources and real-world examples of Tesco's responses to these challenges.

Change Management and
Organizational Development

Table of Content
• Introduction
• To what extent has an organisation with which you are familiar changed, or
must change, in the current economic climate?
• What strategic approach and tactical options are available to them in handling
this shift
• Conclusion
• Recommendations
• References

Introduction
• The presentation will address how the pandemic has changes the operations of organization. The study
focuses on TESCO that is a renowned supermarket company of UK.
• The report will cover changes emerged in the working environment of the company due to the COVID. In
addition, it will discuss necessary strategic steps and actions taken by the company in order to address the
after impact of pandemic efficiently.

Organization familiar changed
• In Brexit, UK decided to leave EU and function as an autonomous country. UK relied on EU for
getting staff, raw material and other things. But, Brexit affected the relationship of both the countries.
Now, there are several restrictions on imports and exports, traveling between both nations.
• Subsequently, COVID-19 has also become a major issue for the organizations of the UK. It has
influenced the business entities in significant manner. It affected each and every function of the
organization whether it is finance, operations, human resource and more.

Cont..
Mckinsey 7 ‘s model
• Strategy: In context of TESCO, they have been changed in the strategies post brexit. They
take Brexit as a challenge and are working closely with government of both side Irish sea in
order to smooth the flow.
• Structure: In TESCO, they made changes in the organizational structure as per the
requirement of external environment.

Cont..
• System: In context of TESCO, they are changing the structure of the business
so that they can survive in the change environment.
• Skills: In context of TESCO, they are working on improving the capabilities
of employees in order to enhance their potential to work in change
environment.

Cont..
Staff:In context of TESCO, they manage adequate number of the employees in order to
function in a change environment.
Style: TESCO is looking forward to address the changes through appropriate style of
management.
Shared values: In context of TESCO, they have been made changes in existing norms,
policies with an aim to provide an effective environment to the employees.

Strategical approach and options are
available to handle the shift
• When the company brings changes, it is often seen that employee resist those
changes as they do not feel comfortable in change environment. They are in fear of
getting failed, fire by the company etc.
• In current scenario, TESCO is facing ample of changes due to the Brexit and
COVID-19. Due to the impact of such events, they also made changes in their
existing practices. In order to deal with such changes, it is imperative for the entity
to adopt certain strategic approach and tactics. These approaches will help the
company to implement the change practices in the business in an efficient manner.

Cont..
Kurtin Lewin Change management model:
Unfreezing: Here, TESCO put significant efforts to develop the willingness regarding
change in the workforce. They put efforts for bringing out the employees from their
comfort zone.
Change: At this stage, managers of TESCO maintain proper communication with
employees. Additionally, they encourage workforce to get their support while
implementing changes.
Refreezing: In context of TESCO, managers put significant efforts so that employees stick
with the new ways of working. To strengthen the reinforcement, employees are rewarded
and recognized by the company.

Conclusion
• Out of above-mentioned points, it is monitored that the changes might occur
due to the internal as well as external environment. For ensuring the
development, an organization needs to adjust the existing practices as per the
changed condition.
• It is concluded that the Brexit and COVID 19 has major impact on the
functioning of the business entities of UK. It is analyzed that the company has
to make changes in different elements such as strategies, structure, style, staff,
system, skill and shared values.

Recommendations
• It is suggested that the company needs to appoint skilled and efficient
workforce so that they can survive in change environment.
• The company is influenced by the changes caused by the COVID-19 and
Brexit. In this situation, TESCO is required to arrange necessary training and
development programs in order to improve the skill set, knowledge and
capabilities of employees.
• It is suggested that top-level managers of TESCO needs to adjust their
working practices effectively.

References
Alerasoul and et. al., 2021. Organisational learning, learning organisation, and learning orientation: An integrative review and
framework. Human Resource Management Review, p.100854.
Beevi, O.M.S. and Menon, S.B., 2019. Work shift from Job-Sites to Web-Sites: An exploration of organisational management in
online jobs. ZENITH International Journal of Multidisciplinary Research, 9(6), pp.313-322.
Fisher, S.L., 2020. Organisational Change in the Context of e-HRM. In Encyclopedia of Electronic HRM (pp. 70-75). De Gruyter
Oldenbourg.
Gelaidan, H.M., Al-Swidi, A. and Mabkhot, H.A., 2018. Employee readiness for change in public higher education institutions:
examining the joint effect of leadership behavior and emotional intelligence. International Journal of Public
Administration, 41(2), pp.150-158.
Hrustek, L., Furjan, M.T. and Pihir, I., 2019, May. Influence of digital transformation drivers on business model creation. In 2019
42nd International Convention on Information and Communication Technology, Electronics and Microelectronics (MIPRO) (pp.
1304-1308). IEEE.
Imran and et. al., 2018. Knowledge processes and firm performance: the mediating effect of employee creativity. Journal of
Organizational Change Management.
Lewis and et. al., 2020. Navigating complex organisational change: putting sustainable transitions theory to practice. In ISPIM
Conference Proceedings (pp. 1-16). The International Society for Professional Innovation Management (ISPIM).