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).