Select a change model that you can utilize to review aspects of change activities and actions that have been taken by the company you have chosen. Examples include but are not limited to the 6-box, 7S, and congruence models.
Explain the rationale for selecting the diagnostic model, discover and summarize resistance areas, and make recommendations.
Select a change model you can utilize to review aspects of change activities and actions that have been taken by the company chosen. You are looking at the company's parts and strategies for this analysis, as surmised by your earlier research. It is acknowledged that this information will need to be completed as you are looking at these companies as an outsider. Still, a thoroughly researched paper will give enough data to allow some well-defended assumptions on your part.
When examining change through the lens of your selected change model, think about other courses you have taken such as marketing, accounting, entrepreneurship, or any other courses you have taken at DeVry or another university. Discuss in no less than 1-page of your paper how other disciplines (marketing, accounting, finance, etc.) work with the human resources department to ensure overall success of the change initiative(s) you have identified.
Here's what to do:
Select one change model of your choice to apply to the chosen company. Examples include but are not limited to the 6-box, 7S, and congruence models. Choose the model that best identifies and measures the relevant aspects of the organization's performance.
Apply the data obtained in your research by analyzing the appropriate chosen model. This will allow you to create a diagnosis of where the company is today (as per the criteria of the model).
Identify potential areas of resistance that may occur and at least one strategy to respond to each.
Make recommendations for further actions within the organizations and the rationale chosen for these recommendations.
Write the paper, including each of the previous sections and analyses.
Full Answer Section
2. Application of the 7-S Model and Diagnosis
- Strategy: The new strategy is a clear pivot to e-commerce, with a goal of competing directly with online marketplaces.
- Structure: The current structure is a traditional, hierarchical one designed for retail operations. This is a potential area of misalignment, as the e-commerce strategy requires a flatter, more agile structure with cross-functional teams.
- Systems: The current systems are built around managing inventory, point-of-sale, and supply chains for physical stores. New systems for online order fulfillment, digital marketing, and customer data analysis are required.
- Skills: The current staff has strong retail skills (customer service, merchandising). There is a skills gap in areas like digital marketing, web development, data analytics, and supply chain management for a digital-first world.
- Staff: The existing staff may feel their roles are becoming obsolete. The company needs to invest in training and potentially hire new talent with e-commerce expertise.
- Style: The leadership style is top-down and directive, which may not be suitable for the rapid decision-making and innovation required in the e-commerce space. A more collaborative and empowering leadership style would be more effective.
- Shared Values: The company's shared values are currently centered on customer service and the in-store experience. The new shared values must shift to focus on digital innovation, customer data, and online convenience.
Diagnosis: The analysis reveals a significant misalignment. While the company has a new
Strategy, the other six elements—particularly
Structure,
Systems,
Skills, and
Shared Values—are not aligned to support it. This misalignment is the primary reason for the slow progress of the change initiative.
3. Resistance Areas and Strategies to Respond
- Resistance Area 1: Staff Fear of Job Loss. Many long-term employees in retail roles may fear that the shift to e-commerce will make their positions redundant.
- Strategy: The company should implement a comprehensive communication plan that emphasizes retraining and upskilling opportunities. They should create clear career paths for existing employees within the new e-commerce structure (e.g., a cashier can be trained to be an online order picker).