Imagine that you are an executive for XYZ, Inc., a high-end retail chain that sells luxury watches, jewelry, and hand bags. You’ve just been put in charge of the company’s first international expansion, opening a store in Shanghai, China. This will be a short-term, small-scale change for the organization. After one year, you will be expected to begin opening additional stores in Brazil, Russia, India, and China (also known as the B.R.I.C. countries). This will be a long-term, large-scale change.
In five pages, explain which change model you would follow for the short-term change and which you would follow for the long-term change. Provide rationale for your decision and discuss the effects that these changes would have on the employees, managers, and executives within the organization. Include at least three references and follow standard APA formatting for your paper.
Implementing planned organizational change is partly a science, partly an art. It has also become part of a desired skill set—and mindset—needed by most companies, regardless of industry, size, and geographic location. While experience is important in this endeavor, knowing and using classic and contemporary wisdom from models, roadmaps, and frameworks is necessary. CEOs and practicing managers hire coaches and consultants who specialize in change management to help diagnose, plan, and implement individual, group, and organizational changes in their organizations. This chapter introduces the art and knowledge of implementing change.
Building on the first two chapters, we go inside a big-picture change roadmap to show how three CEOs (Mulally at Ford, Bossidy at AlliedSignal/Honeywell, and Andrea Jung at Avon) used coaches, theory, expertise, knowledge, and courage to successfully plan, execute, and transform companies that were in trouble financially, operationally, and strategically in their marketplaces. We show how change champions can use these