Managing Strategic Change - Case Study 1

SUMMARY

Part A. 

Critically examine factor for SCM (Strategic Change Management) programme

1.  Purpose and intent:

2.  Background:

3. 'X'   ORGANIZATION  Vision and Goals:

4. Change Impact on the  organization  :

5. Implementation Strategy:

6. Implementation Plan

7. Implementation options

Part B.

Recommendations for alternate/ better approach: how the change program might have been approached differently/ better.

1.   Unfreezing (current known state of  organization  )

2.  Movement (transition state during the change and behavior change)

          3.  Refreezing (desired state-after the change

1.Purpose and intent:

This assignment discusses SCM at 'X' organization to achieve its strategic business goals by transitioning, from a slow growth rate (8-10% revenue yearly) to a dynamically growing (20-25 %) organization. This paper uses change models, to retrospectively examine how SCM was applied at 'X' organization, with intention of learning, how effectively it was accomplished and might be improved in future.

2.Background:

Change management is defined as ‘the process of continually renewing an organization's direction, structure, and capabilities to serve the ever-changing needs of external and internal customers’(Syed Talib Hussain, 2017).
'X' ORGANIZATION  (established 1991), provided training, technical content development and computer hardware assembling services. The business grew slowly as the management learned new technologies and acquired knowledge of different business domains. 'X'   ORGANIZATION  focussed on IT training, consulting and audit services (limited to ISO, Information security and CMMI standards in IT industry only). 'X'   ORGANIZATION  identified, from a customer survey, there was a need for new service offerings, especially in quality standards compliance and governance for IT, ICT and IT-enabled services, which covers a larger market. “This was the diagnosis of the condition in relations to these goals"(Beckhard, 1975). 

What is Emotional Intelligence (EI) ?

Business Excellence aims at achieving exemplary performance leading to expected results. One of the many drivers to motivate people to achieve exemplary performance if to use Emotional Intelligence to connect with their feelings, experience, and perspectives.

EI is about understanding and monitoring the feelings and emotions of oneself and others. EI has gained popularity as one of the determinants of motivation and productivity. Normally, a cause or event triggers emotions which manifests its expressions into actions. Sometimes, emotions remain steady for a considerable amount of time without a cause or trigger. Emotions should be expressed.

“Emotion suppression involves inhibiting an emotion-expressive behavior (Gross, 1998a), and it is generally thought of as having negative consequences”(Newman 2010).

Understanding and management of EI is a key competency to regulate important outcomes in personal and professional life, like (but not limited to) interpersonal relationships, family affection, social bonding, academic or workplace success.

Primarily there are three types of competencies identified for performance: Cognitive Intelligence, Social Intelligence, and EI. Cognitive competencies are composed of systems thinking and pattern thinking.

 “EI competencies are composed of emotional self-awareness, emotional self-control, adaptability, achievement orientation, positive outlook, empathy, organizational awareness, influence, inspirational leadership, conflict management, coach and mentor, and teamwork”. (Richard E. Boyatzis1* 2015).

Cognitive intelligence was believed to predict job performance, but recently, studies have identified that EI is also a significant predictor of performance. (Richard E. Boyatzis1* 2015). A combination of these two competencies (driven as a function of their components) manifests the person’s behavior.