Strategic Change Case Study

Unit 3:

Learning outcome: Understand the background to organizational strategic change

AC: 1.1 Discuss models of strategic change

Every day, companies face changes, such introduce a new product, or restructuring the organization. Strategic change management allows companies to carefully and responsibly make need changes. Change is necessary for organization to continue to thrive and meet and exceed the competition of industry competitors.

There are many models for managing a change process. Now we have understanding strategic change management are: Mckinsey’s 7s change model and kurt Lewin’s change model.

Mckinsey’s 7s factors:

 Strategy:

Strategy is top level plan top create competitive advantage. Strategy is a method or plan chosen

This is the employee base, staffing plans and talent management.

 Style:

The overarching style of leadership adopted within the organization. Cultural style of the organization and how key managers behave in achieving the organizations goals.

 Shared value:

The interconnecting centre of Mckinsey’s Model is shared value . what the organization stands for and what it believes in. central to behave in the wider context of the community. This would include the organization mission and vision.

Kurt Lewin:

Kurt Lewin change theory and Lewin’s three step model are very much a significant part of change management strategies. Kurt Lewin’s change management model is a fantastic change model for understanding the basic concepts of a straight forward change management process. The first step is known as “unfreeze,” meaning to accept to change that is taking place and breaking down the current state. The second stage is known as “change,” where people are finally able to work with uncertainty and move to a new direction of doing things. And the final stage is known as “Refreeze,” where people of comfortable with the unfreeze and change that have taken place and start to embrace the new and improved way of doing

Unfreezing is most fundamental stage in this theory. It is about helping, stakeholder, administrator, government, employees and board understand that change is required. When this stage is implemented successfully, most members in each stakeholder group evaluate in what talking those actions. Unfreezing means getting people to gain perspective on their day-to-day activities, unlearn their bad habits, and open up to new ways of reaching their objectives.

Change:

Once team members have opened up their minds, change can start. Changing mean exactly that is replacing the old actions with actions that are consistent with the goal. A change process has to be viewed as an investment, both in terms of time and the allocation of resources. The process of change is not only done physically, it requires mental alternations. The longer the change process takes, the more employees are inclined to relapse into old habits and rituals. The employees will become aware of the important of this change more