Delta Pacific was a company with a long history of success, however with the changing business environment the company had to adopt by knowledge based business environment. The company was at the fore front in the development of information technology throughout the seventies and was the market leader in manufacturing, technology development, sales and manufacturing throughout the 1990s. The company tried to adopt to the changing environment by shifting away from hardware solutions towards solving business challenges by providing knowledge-based solutions. Instead of selling equipment, DPC resorted to marketing the extensive knowledge of the workforce through providing knowledge based solutions to information management problems (Cameron & Green, 2015). The main challenge facing DPC is failure to implement an effective change model that would consequently result to organizational success.
The organization should utilize a Lewin’s model of change which separates the change process into three stages, unfreeze, change and freeze. Unfreeze is the preparation stage which indicates that change is a necessity and challenges the procedures, values and culture to determine if the current state is good for the alteration of goals. Change is the second procedure where employees accept and adopt to change. This is the most intense stage of the procedure since the employees get to accept the new changes and accept new job descriptions. This is an intense period as employees adopt to change and utilize problems solving ways in a new manner. The company needs to provide enough support for its staff. The third stage is freeze which involves stabilizing the company; CPS failed in this stage hence resulting to their failure (Cameron & Green, 2015). At this stage, employees are now used to the new business procedures and get use to the new manner of performing duties.
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It is crucial that employees engage at each level of the change process however a successful change management initiative begins at the top with a devoted and well-aligned leaders. The change leaders to be put in place include change managers, change analysts and change lead. A change analyst utilizes technical data and expertise to understand technical and business issues and effects concerning the proposed change. A change analyst is responsible for providing change evaluation information and altered infrastructure analysis. The other responsibilities for a change analyst include providing subject matter expertise to comprehend the effect of proposed change. A change analyst gives technical information on the business and provides recommendations to change assessors. The change analysts will be placed in the production, marketing, finance and research and development departments since the main strategy of the company is to evolve its operations in production and increase profitability (Cameron & Green, 2015). The change analyst position will be effective for the change process since it will help avoid risks through providing recommendations and evaluating the financial impact of the of the change process to avoid loss of profitability.
Change assessors are responsible for evaluating a change request and giving it an approval status. Change assessors are primarily a representative of the all stakeholders responsible in the change process affected by the change. A change assessor is responsible for giving a timely evaluation of a proposed change from a certain perspective; different change assessors might provide different perspectives of the change but the change authority will be the final authority. A change assessor will evaluate the technical, business, scheduling impact of proposed change. The change assessor determines an alternative assessor to the change manager wherever possible. A change assessor should consider a plan implementation schedule in terms of dates. Change assessors will be responsible for providing an overall evaluation of the company’s functions and necessitate the need for change. The change assessor is mainly involved in the evaluation of the whole company hence he/she will be responsible for the production department, Research and Development, Purchasing, Marketing, Accounting and Finance.
Change management is an evolving role in the change management process; a change manager is mainly tasked with the responsibility of ensuring that the change initiatives put in place are on schedule and on budget by enhancing employer rate of adoption and utilization. The change manager focuses on the changers that will happen on business processes, technology, systems, organizational structures and job roles. The key responsibility of a change manager is establishing and implementing change management initiatives and plans that maximize employee adoption, usage and lessen resistance (Cameron & Green, 2015). The change manager is responsible for coordinating communication efforts to support change design and delivery. The change manager is responsible for performing impact assessments, evaluating change readiness and determine key stakeholders. The change managers support training efforts by providing input, documentation needs, design and delivery of training programs. The change manager role will be crucial for the Delta Pacific Company change process since it will enable the smooth training of personnel without the compromising of existing responsibility as experienced in the first try. The change manager will be responsible for coaching the managers and supervisors on the anticipated change. The change manager will oversee the Human Resource department, the Information Technology department, Research and Development, Accounting and Finance.
References
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.
