Imagine that you are an executive for XYZ, Inc., a high-end retail chain that sells luxury watches, jewelry, and hand bags. You’ve just been put in charge of the company’s first international expansion, opening a store in Shanghai, China. This will be a short-term, small-scale change for the organization. After one year, you will be expected to begin opening additional stores in Brazil, Russia, India, and China (also known as the B.R.I.C. countries). This will be a long-term, large-scale change.
In five pages, explain which change model you would follow for the short-term change and which you would follow for the long-term change. Provide rationale for your decision and discuss the effects that these changes would have on the employees, managers, and executives within the organization. Include at least three references and follow standard APA formatting for your paper.
Implementing planned organizational change is partly a science, partly an art. It has also become part of a desired skill set—and mindset—needed by most companies, regardless of industry, size, and geographic location. While experience is important in this endeavor, knowing and using classic and contemporary wisdom from models, roadmaps, and frameworks is necessary. CEOs and practicing managers hire coaches and consultants who specialize in change management to help diagnose, plan, and implement individual, group, and organizational changes in their organizations. This chapter introduces the art and knowledge of implementing change.
Building on the first two chapters, we go inside a big-picture change roadmap to show how three CEOs (Mulally at Ford, Bossidy at AlliedSignal/Honeywell, and Andrea Jung at Avon) used coaches, theory, expertise, knowledge, and courage to successfully plan, execute, and transform companies that were in trouble financially, operationally, and strategically in their marketplaces. We show how change champions can use these same skills and capacities such
as visioning, developing a mission and new values, motivating change, developing political support, mapping and managing stakeholders, and leading the actual transition.
To effectively lead and manage the implementation process, it is also important to (1) keep the big picture in mind; (2) choose the right interventions; (3) use a sound change model to plan and manage the change process; (4) keep people engaged and make the incentive for change greater than the incentive to stay the same; and (5) identify and manage resistance to change. This involves understanding how to align an organization’s new vision, mission, and values to fit its strategy, culture and people, structure, and operating systems—as exemplified in the stories of the three CEOs Mulally, Bossidy, and Jung. They also had to change their own mindsets—become the change they expected of those whom they led.
The chapter also shows what is involved in structuring and assigning individuals and teams to help drive the change. This involves selecting a sponsor from the organization who can be trusted and who is able to oversee the entire change process. Then an Executive team that works with Leadership and Consulting Project teams must be recruited to educate, communicate, motivate, and manage detail activities to make the new vision an organizational reality.
Finally, we discuss how to effectively lead and manage internal and external stakeholders during the implementation process. This requires recognizing and dealing with politics, power, and conflict to ensure ethical and collaborative cultures and practices in all change efforts.
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