The management team of a company decided to undertake organisational change management strategies to improve the current state of operations across all departments and units in the organisation. They then developed a comprehensive plan for the change initiative, which included clear goals, timelines, and metrics for success. They also communicated the plan to all stakeholders, including employees, customers and shareholders to ensure buy–in and alignment. As the change initiative progressed, the team managing the change initiatives faced many challenges.
Employees were resistant to change and had many internal conflicts and power struggles. However, the leader remained and worked tirelessly to address these issues. Training and support were provided to employees to help them adjust to the changes and communicated with stakeholders to ensure transparency and trust. In the end, the organisational change initiative was a success.
The company became more agile, efficient and customer-focused focused and it regained its competitive edge in the industry. The employees also benefitted from the changes, as they were now working in a more supportive and collaborative environment.
Sources: Nancy R. Baldiga (2005), “Opportunity and Balance: Is Your Organization Ready to Provide Both?” Journal of Accountancy, Vol. 199, Iss. 5, pp. 39–45. Adapted from “Emerging Changes in Business in 2011” (August 2010)
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