Sea Treasures Change Model, Essay Example

Sea Treasures depicts numerous elements of resistance to change. This resistance is largely owing to the potential change in organizational culture as a result of the change in business processes. Developing an initiating these changes would require a short-term strategy to cover the immediate need for change, and a long-term strategy plan that will ensure sustainability and consistency in the adoption of change. Two strategies shall be employed to cover the short-term and the long-term aspects of instituting change at Sea Treasures.

Lewin’s Change Model (Short-term change management)

Kurt Lewin developed a three-stage process in which an organization can effectively institute change, unfreeze – change – refreeze. This strategy is particularly suited for the long-term strategy owing to the ease of application and execution. It is widely used in most industries as a result of its applicability.

Unfreeze

This will entail the first stage of change where the organization is acquainted to the change, moving towards full acceptance. During this stage Sea Treasures will experience a considerable restructuring of employee roles as well as job definition. Central to this is the compelling message, which ensures that the employees understand that the initial production and sales techniques could not ensure profitability and sustainability in the long-run (Burke, 2014).

The declining sales figures and shrinking customer base experienced by the company is a result of the shift in business processes within the retail industry. Technological innovation has rendered initial production procedures obsolete, and as such threatens to run-down the company. This is integral in helping employees understand the potential risks of avoiding or resisting proposed changes to the business processes. During this time, a controlled crisis is created where all aspects of the organization’s foundation are analyzed. This develops the environment for buy-in by the employees.

Change

This stage represents the implementation of the technological and logistical changes proposed. Employees will by this stage have acquired a sense of the potential benefits of the proposed changes. Employees will undergo training for using computer sales systems and new supply chains. Sea Treasures will purchase RFID technology to assist in warehousing. The introduction of technology such as RFID technology have become integral in monitoring all procedures and processes (Ferrier Hodgson, 2014). However, such technology comes at a considerable costs. It requires upgrading and/or replacing existing systems.

Refreeze

This represents the period after acceptance of change within the whole organization. In this case, Sea Treasures would have become a fully-fledged online retail company. As a result of the realized benefits and gains from the changes, it is important that these changes are preserved and sustained over the longest-period of time. Sea Treasures would institute these changes into its organizational culture. Changes made in terms of technology and the supply chain would be monitored for continuous use and regular updates.

Kotter 8-Step Change Model

John Kotter employs the approach of a campaign in instituting change within an organization. This model is suited for the long-term strategy owing to the longevity of its application (Campbell, 2014). Like Lewin’s change model, the 8-step change model requires leaders to convince the employees of the urgency and profitability of the proposed changes. As the name suggests, the change process is made up 8 steps that cannot be skipped.

1. Develop Urgency

In order for Sea Treasures to implement the desired change with minimal resistance, the company will created an aura of emergency around the proposed areas of change. This entails convincing employees with statistical analysis on the financial performance of the company.

2. Develop a Powerful Coalition

There is considerable need for the development of a change coalition that is willing and motivated to spearhead the changes. The changes can materialize through the leadership of any individual with the required attributes, regardless of the stature and position within the company.

3. Vision for Change

The change coalition team will develop a vision for change. This enables all the ideas for change to be linked to a single idea or concept. This is critical to providing a clear logic for the proposed course of action, i.e. the technological and logistical changes to operations.

4. Communicate the Vision

In order for employees to buy-into the proposed changes, there is need for adequate and accurate communication of the designed vision. This will adopt a mixture of professional and casual elements. While the vision can be communicated in meetings, regularly interacting with employees and discussing about it may provide positive responses and eventual acceptance.

5. Remove Obstacles

It is critical that all hindrances to the implementation of the proposed changes are removed and/or mitigated. The change structure will be developed where information pertaining to the progress and hindrances encountered is recorded.

6. Develop Short-Term Wins

Staff are considerably motivated when they achieve milestones and received recognition. As such, the company would develop short-term targets that would help the whole organization track progress while motivating employees when milestones are achieved (Lawrence, 2015).

7. Build on Change

While these proposed changes can increase profitability to the company, it is integral that these changes are constantly improved. This is because the Sea Treasures aims to be competitive in a market full of big corporations.

8. Anchor the Changes in Corporate Culture

Corporate culture defines the beliefs and values that a company employs in its operations. As such, these changes would become part and parcel of the company’s values when they are ingrained in Sea Treasure’s corporate culture.

References

Burke, W. (2014). Organization change : theory and practice (4th ed.). Los Angeles: SAGE.

Campbell, H. (2014). Managing organizational change. Philadelphia: Kogan Page.

Ferrier Hodgson. (2014). 2014 Transport and Logistics Insights. Melbourne: Ferrier Hodgson.

Lawrence, P. (2015). Leading change : how successful leaders approach change management. London: Kogan Page.