This case study examines the strategic changes implemented at Unilever under the leadership of Paul Polman. It analyzes the application of various change management models, including Balogun and Hope Hailey’s Change Kaleidoscope, Lewin’s Forcefield Analysis, Johnson's Cultural Web, and Kotter’s Eight-Step Change Model, to understand the transformation of the company. The report delves into the pre- and post-2009 Unilever culture, highlighting changes in power structure, control systems, and employee engagement. It assesses the effectiveness of Polman's strategies, such as the 'compass strategy', in improving performance, addressing challenges, and aligning the organization's culture with its strategic objectives. Additionally, the case study explores Lynch’s 5 Elements Model and the impact of initiatives like the Unilever Sustainable Living Plan on the company's ethical and environmental performance. The analysis covers what worked well and what did not, offering insights into the complexities of leading strategic change in a global business environment.
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