Transformational Change Management Plan

The process of transformational change in an organization requires strategic planning; failure to lay down a strategic approach towards change in the structure could result in failure which would affect the organization and its staff negatively. Change leaders in the organization must be able to develop a proper means of action that would ensure a successful implementation of the transformational plan. Change leaders (HR department and Management), should perform an accurate analysis of the scope of the modification, as well as the resources and implementation strategy that will drive the change to success (Grant, 2011). Change in the organization does not come from employees. However, the success and implementation of the change in the organization highly rely on the staff of the organization. One would go further to state that for an organization to successfully implement and adapt to change, employees should be in a position to understand and acknowledge the impact of the switch to the team and themselves. 

A transformational change management plan is usually proposed by the senior officials of the organization. Change leaders of the organization develop a strategic plan that will foster growth and a better face of the firm. Uninvolved but affected, employees of the organization resemble an independent variable in the equation of organizational change. The implementation of Organizational change relies on the staff of the organization, how the employees accept or view the significance of the modification describes their motivation towards the amendment itself (Kotter, 2012). Thereby for any team to adapt or implement transformational change there should be a clear line of communication between the management and the staff before the modification. This paper focuses on explaining the strategic approach to implementing a change management plan in the organization. The writer is expected to analyze the significance of the different theories of change that companies utilize, and focus on healthy and fruitful communication processes in an organization.

Discussion

The modern day business environment is described as competitive and highly dynamic. The success as well as the competitive advantage of operations depends on the ability of the firm to manage change and transformation in every location. The approach that organizations apply towards managing change relies on the nature of the organization and its staff members. Research has gone further to argue that organizations manage change in respect to the relevance that the modification has to the organization (Kotter, 2012). This implies that the firm should understand the importance and necessity of the transformational change towards the enterprise. Managing change requires proper planning. Change leaders in the organization are expected to analyze the effect of the change on the organization’s resources and structure. Over the years scholars have developed change management models that provide organizations with reference tools in managing organizational change.

Lewin’s Change Management Model

In his works, Kurt Lewin proposed that individuals differ in their perceptive of fear to failure. Psychologist Kurt Lewin argued that different organizations perceive the fear to a failure of transformational change differently. People in an organization may operate under defined stages in their adaptation to change. He argued that the process of change in the organization assumes certain steps that can be understood and appropriately addressed by the management (John P. Kotter, 2012). Kurt Lewin identified the three stages of change to follow one another consecutively. The first stage; Unfreeze involves the introductory part of the modification in an organization. During this juncture, the amount of organizational change suggested is said to be resisted by most people in the group. 

Many people resist change due to the unidentified importance of the modification itself. Employees are unaware of the benefits or importance of the change implemented by the senior management. During this stage, the control is recommended to perform motivation activities that will enlighten and motivate the organization towards the modification. To reduce the resistance towards change, the team adapts to the unfreezing stage which is prompting the group on the significance of the amendment. The transition is the second stage of the Lewin’s change management model. During this juncture, the company has accepted the change and is in the transition period. This described by adaptation to the change and its impact on the new structure of the organization (Kotter, 2012). Kurt Lewin recognized the importance of rigid leadership and continued support during this stage. Change leaders are expected to exhibit strict direction and reassurance to the staff of the organization. Conclusively the third stage is defined as the Refreeze stage; normally it is at this juncture that the team has successfully implemented change (Fedor, 2004, p. 44) . With the new adopted business structure and guidelines, the group gains stability once again and freezes.

Most organizations prefer this model because it is easy to use and implement. However, the design is time-consuming as well as slow for an organization that adapts to transformational change frequently.

McKinsey 7-S Model

The McKinsey 7-S model develops a collective approach to the management of change in an organization. Created in 1978 by Robert Waterman, Tom Peters, Richard Pascale and Anthony Athos, the McKinsey 7-S model analyzes management to change through the different sectors that make up the organization (James Garzone, 2010, p. 22). Under this model, the structure is expected to perform a full evaluation of the areas making up the organization and identify their influence towards change in the organization. The seven factors to address are shared values, strategy, structure, systems, style, staff, and skills. A proper analysis of these factors as the common agent of change helps the organization understand the necessary tools for transformational change.

Research has stated that the McKinsey 7-S model provides a better understanding of the organization. As each and every sector gets an equal amount of attention, the body can combine rational and emotional components that make up the group. Through this model, the team can evaluate itself and identify proper means of the approach to change in the organization. However according to a recent article, this model is very complex to utilize, research has gone further to state that a countless number of companies have resulted in failure due to this design (Grant, 2011, p. 28). McKinsey 7-S model focuses on several factors as a collective agent for change in the organization, however when one element changes then the other factors will automatically change. This exhibits the complex and ineffective nature of the model in addressing the difference and significance of each and every sector in managing change.

Kotter’s 8 Step Change Model

Under this model, John Kotter emphasizes on the process of change as a process of a campaign by the change leaders. The professor argues that the staff of the organization will become interested in the need for change when the change leaders have entirely convinced the team for the need of change. In this model, Harvard University Professor John Kotter identifies the eight steps of Kotter’s eight steps Change Model as; 

1. Increasing the Urgency for change

2. Develop a team focused on organizational change

3. Develop the vision for change

4. Communicate the need for change

5. Empower the employees with the ability to change

6. Identify short-term goals

7. Maintain persistence

8. Make the change to be permanent

The model is widely adapted to because of its easy step to step structure. The model is useful since it focuses on the preparation and acceptance of the change. Kotter’s 8 Step Change Model provides easy transition stages of the management of change in the company. But since it is a long process, the implementation of the model is time-consuming (Ford, 2010, p. 92). Adapting and implementing change in an organization is a difficult task. For a company to adjust to change it should follow an explicit example that illustrates the steps to follow and implement in the process of change. 

Communication Plan

Communication is the exchange of ideas and information. Communication takes place between each and every stakeholder and working groups; however, to communicate efficiently and raise efficient awareness, the organization should develop a strategic approach to developing a communication strategy. The method of teaching should be precise, simple and efficient to yield positive results. In this case, change leaders (HR and Management) may talk to the staff about the modification and its importance to the company. An efficient communication plan will facilitate a better communication platform between the management and the employees. Means of communication depend on the nature of the organization and size of the group, and the approach that the team has adopted about change management. Example change leaders may hold weekly group discussions with the staff members to analyze and introduce the employees to change (Andrews, 2000). As a means of communications, such studies create a one on one opinion of the team’s perspective of change.

Project 3

Implementation Plan

Major Implementation steps

Implementation is a vital part of strategic planning process; in fact scholars have stated that a strategic plan without a plan to employ it is the same as nothing. Implementing a change program in the organization may be difficult, therefore the program staff should conduct active research and develop an implementation plan that analyzes and plots out the rules and strategy of the company (Foreman, 2013). An implementation plan is a managerial tool used to assess the process of starting and running a project critically. An implementation plan maps out the path to be taken by the company, this way each and every stakeholder can understand the mission of the program initiated. 

Strategic Planning: Evaluating the Strategic Plan

Major implementation steps include evaluating the strategic plan; usually this is the first step of the implementation process. This creates a platform where challenges and vital elements to the implementation process are identified and planned for (Moustafaev, 2015, p. 22) . The organization will assemble a team as well as plan for the process of implementation. Proper planning is required to fuel the implementation process for success.

Creating a Vision for the Strategic Plan

The second step is creating a vision for the strategic plan. This involves setting up the goals to be achieved and the project to be completed. Creating a vision allows the organization to accurately evaluate the short term and long term goals that the plan aims at achieving. 

Procedure Review

This would involve an analysis of the implementation procedure developed by the organization. This step allows the organization to assess the implementation plan, and achieve a better understanding of the challenges and faults that face the plan.

Training and Testing

The organization trains staff members on the implementation procedures; this gives the organization first hand feedback on the reaction of the organization to the strategic plan.

Creating Awareness

The consecutive steps that follow involve the creation of awareness; this will involve involving other members for help and planning for meetings with the upper management to discuss on the development of the project.

Key Criteria for Success

The success elements of a project are basically the factors or activities that facilitate for the success of the project. One would argue that the success of a project is measured by the elements of success present in the project. Thereby organizations focus on success factors as indicators of the results to expect from the project. Understanding and nurturing these factors influences a positive outcome. 

Planning and plotting is a major step in developing the criteria for success. Planning and plotting involve research of the organization and the most efficient means that support the adaptation of change in the organization. The agency will study in the opinion of the different stakeholders regarding the modification (Dibella, 2007). Through this, the body can develop measures that will ensure a smooth transition towards change in the organization. The implementation plan should be reviewed and updated at every staff meeting; this allows better management skills based on continued learning experience of the team. Engaging stakeholders and clear communication is also an important criterion to focus on. This ensures that each and every stakeholder is on the same page as the other. A successful implementation plan, however, depends on the ability of the company to research and critically assess situations. 

Summary

Transformational change management is a process that requires a continuous and strategic approach to planning. It would be accurate to argue that change is inevitable; furthermore, companies undergo change to become better or gain profits and a competitive advantage over their competitors (Moustafaev, 2015). A company’s success in adapting to change depends on the chosen approach, means of communication as well as the implementation plan developed by the corporation. Management of change in the organization is important as it defines the efficiency and effectiveness of the organization itself, one would go further to state that as change is inevitable, organization’s management of change should not be ignored.

Rollout: Any Risk Considerations to the Implementation

Risk consideration planning is the process of developing measures that address any threat or challenge that the project may face. Risk mitigation involves the process of creating options in terms of activities to enhance the success of the project and reduce the threats to failure. The process of risk mitigation implementation is putting the risk consideration process into action (James Garzone, 2010).It involves identifying risks and tracking the progress of already identified risks and evaluating the process of risk management in the project.

During the implementation process the organization should be able to identify and accept the presence of risk in the change project. This acts as the first step to handling risk mitigation, the organization is advised to avoid certain constraints that increase the chances to risk. Conclusively the organization will implement actions that control, monitor and address any risk that may arise.

References

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