An organization will effectively attain growth and sustain it when it heightens the chances of success in its strategies. An organization sustains change by adopting the proper strategy, which guarantees its future growth and high productivity and profitability. Change is a people process, and individuals develop habits such that they resist embracing new perspectives, attitudes, and approaches (Elizabeth, 2013; Hodges & Gill, 2014). For transformational change to be attained and continued, organizations must incorporate mindsets, models, and approaches that will make them address change in a multifaceted way.
One str ategy that an entity could utilize to continue change is Six Sigma, which emphasizes customer concentration and produces quality products that would amount to their fulfillment. The Six Sigma uses the steps found in the DMAIC strategy where an entity determines the problems, monitors to establish its impact, and unveils the gap of needs that should be fulfilled (Maria, 2013). The approach also evaluates the circumstances by utilizing techniques like simulation to estimate the effect on the ultimate product, enhance the framework by utilizing the policies that are in place, and have control procedures to adjust the plan when there is a deviation or as deemed necessary (Hodges & Gill, 2014). Considering an organization’s infrastructure is fundamental to ensure that products are not compromised. The organizational members should be committed to creating an infrastructure appropriate for driving higher performance. Leaders must be developed at all levels of the entity to handle dynamic approaches that the organization embraces. As such, quality products will be produced, which guarantees high profits that would enable sustainability.
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Another strategy is SUCCESS, an acronym for Sponsor, Understand, Commit, Connect, Enable, Support, and Sustain. It is intended to present shareholders with information concerning procedures considered by the management, and if or not, they are adhering to the proper direction. According to Elizabeth (2013), such a strategy is significant as it enables a healthy relationship between stakeholders internally and externally. With good relationships, organizations can continue in ventures for a longer time, guaranteeing maximum productivity (Hodges & Gill, 2014). They enable an entity to concentrate on its plans without a chance for deviations. Communicating the need for change is vital, causing employees to be enthusiastic and focused on organizational objectives. The top management of an organization should ensure that they share information that concerns possible change frequently with a lot of clarity (Maria, 2013). The employees would realize the direction they should take as a team and get involved in the change process .
Theories
One of the theories that help to realize change is Kotter's Model. The model entails creating, building, forming, enlisting, enabling, generating, sustaining, and instating. Creation entails determining areas that need change and communicating the same to the management and employees. Subsequently, there is building a framework where plans are considered towards the same objective regardless of change (Hodges & Gill, 2014). The management creates a vision and steps that would be utilized to enable change. With model is climaxed by instating the theory to every department to effect change.
Lewin's mode l is also useful for change in an organization. It is split into three levels, namely unfreezing, making changes, and refreezing. Unfreezing the process includes how an organization recognizes the areas that it needs a change. The management assesses every procedure and every employee's involvement for possible adjustments (Maria, 2013). The stakeholders are informed about the limitations of the current process, the reason for recommending change, and the changes needed. The second stage is implementing the changes, where the management leads the team members on how to adjust. Regular communication and training and development are vital in facilitating the inputs of the employees. Lastly, the management refreezes so that they eliminate old culture after the change. Consistent assessment needs to be done to ascertain whether the new techniques are working.
The Viability of the Strategies Selected to the Organization
Six Sigma and SUCCESS's viability is inherent in recognizing that the customer change or growth approaches are exemplified. The clients are sub-segmented to understand their needs for quality products. In that way, the customers will be satisfied because the organizations recognize their priorities and addressed them accordingly. When SUCCESS is implemented, the organization has to offer training and development opportunities for employees to must how to Sponsor, Understand, Commit, Connect, Enable, Support, and Sustain (Elizabeth, 2013). The management of an organization recognizes the chances of growth and communicates with the stakeholders so that they form innovative value offers that would secure success.
SUCCESS is a viable approach since the management can set up networks that would facilitate communication change. It is possible to reach out to relevant stakeholders and engage their skills through networks. An organization should offer opportunities that enable this significant change, such that the employee would not resist the chance to advance their skills (Maria, 2013). John Kotter reiterates that through a framework where employees can communicate their concerns and interact, they recognize their inputs and adopt such flexible implementation approaches that guarantee success. Through information, malpractices' events, because of misusing the system, are reduced since the management will be aware of communication channels that are adjusted to the current times.
In conclusion, change is imperative . Change management strategies and models adopted should be effective in enhancing productivity and profitability sustainably. An effective model will enable the organization to boost its general transformation potential, heighten the application speed, and improve the chances of achievement. The organization should have clear objectives that the change is expected to deliver. Through the experiences of the members of an organization, SUCCESS and the Six Sigma approaches could drive change efficiently.
References
Elizabeth, J. M. (2013). When Does Voice Lead to Exit? It Depends On Leadership . Academic Management Journal , vol. 56, no. 2, pp. 525–548. http://libdatab.strayer.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=87563044&site=eds-live&scope=site
Hodges, J., & Gill, R. (2014). Sustaining Change in Organizations . Sage.
Maria, V. (2013). Multilevel Readiness to Organizational Change: A Conceptual Approach . Journal of Change Management , vol. 13, no. 1, pp. 96109. http://libdatab.strayer.edu/login?url=https://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=86356719&site=eds-live&scope=site
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