Organizational Change Strategy

CHANGE STRATEGY 1

OrganizationalChange Strategy

ChangeStrategy

I work at an advertising company called RNC. The company has for thepast few months been making losses, and the staff had startedgossiping on how the company was failing. Up until recently, thecompany was gaining fewer clients to as compared to any other timesince its inception. The board decided to shake things up and broughtin a new CEO. The company creates and develops viable advertisementsand promotion products for businesses to make them more visible. Thefirm has some of the best ad minds in the region. However, it lacksin many areas due to various unchanged practices in management. Ithad also become inefficient and wasteful of resources. When the newCEO took office, he came up with a management strategy that ensuredpersonnel at all levels are involved in decision making. He made surethat company only had room for creative and innovative minds thismade some employees uncomfortable as they had to step up their gamesor leave. He encouraged the employees to brainstorm and collaborateso as to achieve the company’s goals. Networking groups wereestablished to provide junior employees with mentorship and vastinformation which aimed at developing them professionally andimproving performance. The company embraced the change strategy.

Change strategy is the plan and framework for managing, monitoring,implementing and reviewing changes in the structure of anorganization in a company. The process has to be orderly and wellmanaged to effect change appropriately and orderly. Moreover, changeis inevitable, and the success of the change process will depend onhow properly the organization and its people understand the demandfor change and what it takes. The focal point of change strategy ison the transformation, especially of the people and in which waythey, as individuals and teams, advance from the present state to thesubsequent state. Importantly, certain change management methods makeany framework successful. One method is determining a sense ofurgency to persuade the people of the necessity for change to makethem accept it.

Anothermethod is conveying clearly the vision for change so that allinvolved parties comprehend the idea and act on it efficiently andaccordingly. Increasing the company’s capacity for change isanother way to effect change. The individuals have to be cooperativeand open-minded for this to happen. All levels of management andstakeholders have to be engaged in the plan to run smoothly.Communication is also crucial, and these strategies have to be mergedwith the existing project management strategies to ensure the companygoals are reached. Lastly, the company performance should beenhanced, and behaviors strengthened to the required level. Theprocess of change, its impact and how the company approaches andreacts to it is a crucial topic.

AtRNC, a good number of the employees welcomed and accepted the changebecause the whole process was well communicated to them beforeinception, and also when the change was underway. The management madethe tools of information accessible to everyone, and all doubts andquestions were answered accordingly and as they arose. Althoughothers accepted the change, they were in fear that it could affectthe company negatively. Some employees were angry because thedisruption and change threatened their positions at the company asthey had become complacent. Changes were welcome and workable becausethe employees understood the need for change (Sushil, 2012). It wasclear that if the changes were not implemented, the company could gounder and this was the only shot at the improvement that they had.With the introduction of networking groups, the personnel can learnand grow their professional careers, hence, accepting and embracingthe changes made (John, 2010).

The establishment of these changes has been efficient and acceptable.The significant reason for the success was that the method was withinbudget and schedule. Training of the personnel in the new workingways and new processes also played a vital role because majorloopholes of miscommunication were sealed. The company has seen avast improvement in the client list owing to the focus on innovationand business growth. Another reason for the effective implementationof change was the risk assessment and actions put in place tomitigate the risk. The application processes have to be monitoredclosely to see the ways in which the changes play out in the company(John, 2010). The comparison was made between the previous employeeperformance and the current to ensure success. In the areas thatseemed reluctant and rigid, the process was fine-tuned to reinforceits workability.

One ofthe changes that the new CEO brought to RNC was the emphasis on theemployees’ professional development. He introduced a system thatwill ensure each personnel attends sponsored professional conferencesand workshops every three months. He also put an orientation programin place that ensured all new workers are properly trained andintroduced to the company. One of the changes mentioned above wasbrainstorming and collaboration this allowed for networking betweenemployees and also coaching and mentoring from senior staff. It wasan adequate tool for professional development [ CITATION Sus12 l 1033 ].

Inconclusion, when significant changes are effected in organizations,it triggers different reactions from stakeholders and staff, thus,there is a need to anticipate and mitigate the risk when it occurs.If planned and implemented appropriately and orderly, change oftenproves successful. Actions that allow effective change managementinclude and is not restricted to adequate communication, stayingwithin budget, and scheduled time. Close monitoring of the process isalso crucial to its success.

References

John, F. M. (2010). Strategic Management: Awareness &amp Change. New York: Cengage Learning EMEA.

Sushil. (2012). Flowing Stream Strategy: Leveraging Strategic Change with Continuity. Chicago: Springer Science &amp Business Media.