With the current technological development and diversification in business, change is a significant factor that every organization should look up to. Today's business environment has been moving faster than some organizations may not catch up if no proper action is taken. Competition is also another factor that prompts the need for changes. Competitors in various business sectors are coming up with other business strategies to dominate the business market. Therefore, an organization's slightest reluctance may get it out of the business market (Tinelli, 2016). In nearly all regions, people are developing new faces, new ideas, and new ways of perceiving things. Some organizations might approach these changes with a negative perception due to uncertainty and fears associated with changes. Some organizations will take up more time to adapt to changes and eventually emerge victoriously. Regardless of how an organization may perceive the changes, every business must adapt to these changes to survive the wave. An organization adapting to changes implies that all the organization stakeholders are expected to accept the change by adjusting their mindset to take the new schedules, rules, and regulations. Precisely, organizational change brings new opportunities, insights, and general growth to a business. This analysis focuses on TRICARE and why the organization needs changes. The paper will analyze TTRICARE's vision for change and its picture after the changes have been made. The article will create clear images of how both employees and outsiders view the change.
TRICARE is a healthcare medical program for the American military, particularly the United States Department of Defense Military Health System. The program was formerly known as a Civilian Health and Medical Program. It was adopted on the 19 th and has been in existence to date. TRICARE has been significant in safeguarding retired and active military personnel under the age of 65 ( Schoenfeld et al., 2018). In addition to that, the program also covers the family members of the military personnel. As of 2014, TRICARE had covered over six million individuals across the United States of America. Through the program, people on active duty do not pay for any monthly or enrollment fees, including their families. However, the retired individuals are expected to annual payments of $ 250 with no monthly installment. The program has been targeting to cover the lives of all Americans military together with their family. The mission of TRICARE is to provide outstanding patient experience through quality, safe, and compassion for all the members. Its vision is to become a premier community health system that leads the nation in innovative well-being and healthcare. Tricare values include organization and personal learning, stewardship, members and partners, engaged leadership, and valuing workforce.
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Despite the state program's commitment to providing an excellent customer experience, we must admit that changes have occurred among the members that should be captured in the vision. The organization must be ready to undergo a complete transformation that would see some key driving factors changed. Based on the past study, the number of infertility cases among women in military service has been rising significantly, calling the government to counter the problem ( Stahlman and Fan, 2019). In response to this, the government advocated for a change regarding infertility-based procedure commonly known as Invitro fertilization and intrauterine insemination. In response to the change, covering an egg for individuals on active duty was started, and TRICARE was expected to cost freezing the programs. With the new program, TRICARE is scheduled to undergo a change that will affect how the department, organization structure, and product look like, thus going through a change vision.
According to step 3 of Kotter's 8-step change model, there is a need to create a vision for change. When thinking about making changes in an organization, some ideas and solutions are likely floating around; these ideas can be connected to develop an overall vision that everyone within an organization would understand ( Kotter and Cohen, 2012). With a clear vision, everyone within an organization can understand why the change is required and need them to make the change work out. All the organization stakeholders should see the need for change without necessarily being pushed to do so. The vision for change is created by determining values integral to the change, developing a summary that captures where the organization expects to see itself soon, executing the vision, and ensuring the change coalition briefly describes the idea.
In the TRICARE program, the government is seeking to embrace a system that would see the program cover for the egg for individuals on active duty to reduce infertility among women in military services. This kind of program will significantly increase the program membership as it will reduce the infertile rate; the birth rate will go up. It essential for employees and all the stakeholders of TRICARE to take the new program seriously and ensures that their actions and reactions towards the change are in line with the changes. These values are central to change, and the organization should follow to ensure that the change is significant. In this case, some of the values include excellent customer services, protection of members' privacy, innovations, new technology implementation, and change in organizational culture.
It is also essential to have a summary of where the organization sees itself in the coming future. With TRICARE offering additional services, the organization seeks to secure individuals' future military service, particularly women. The children are the future of the military. Therefore failure to give birth would mean no prospect for the military. By embracing the change, the organization is securing its feature and ensuring that its services are sustainable.
Last but not least is the execution of the vision. As much as the change of dream may appear promising, the implementation of the idea is significant. There is a need to come up with a proper strategy for executing the vision. In the case of TRICARE, where additional service has been added as part of the organization change, there is a need to have good clarity and communication of vision change to ensure that all stakeholders are holding to the change. As part of the strategy, both employers and members should be aware of the change and why it was made. Besides, employees can be empowered in the bid to ensure that the change is implemented effectively
References
Kotter, J. P., & Cohen, D. S. (2012). The heart of change: Real-life stories of how people change their organizations . Harvard Business Press.
Schoenfeld, A. J., Kaji, A. H., & Haider, A. H. (2018). Practical guide to surgical data sets: military health system tricare encounter data. JAMA surgery , 153 (7), 679-680.
Stahlman, S., & Fan, M. (2019). Female infertility, active component service women, US Armed Forces, 2013-2018. MSMR , 26 (6), 20-27.
Tinelli, A. (2016). Strategies and motivations for external growth in the pharmaceutical industry: the Pfizer case.
