Key Drivers of Change in Clemenger - Case Study Example

Clemenger Name Institution Date Planned Change Models One of the models of planned change is the direct effects model. In this model, change based factors that include skill development and action planning occur at the same time. Hence, this model is associated with attainment of an effective organization success in a company. The second model is the second order model, which postulates that each change factor is linked to attainment of organization success at higher orders with reference to the adopted implementation strategy (Langley et al. 2013). The third model is the sequential model, which depicts the need for each change linked factor to contribute towards implementation of change. This is adopted when each phase of the planned change is deemed to attain the desired success level. Change Drivers and Agents The key drivers of change in Clemenger after the takeover by Biggs’ are social aspects and changing economic environment. Hence, the company had to change because of scientific technological revolution, power revolution and consumer growth. These were steered by Biggs who focused on driving the company towards attainment of success. Biggs was able to do this since he had a clear strategy and vision for Clemenger to attain success (Graetz et al. 2011). This created room for iteration. Further, Biggs placed potential customers of the company at the center of the transformation equation and offered skeptical demonstration of how results can be attained through a better management and leadership. In addition, the communication channels were emphasized on, which ensured that employees could participate in decision making and interact with customers to gather ideas that would steer the company towards attainment of success. This illustrates that Biggs and his employees were the key agents of change development and implementation in Clemenger (Graetz et al. 2011). Perspective used in the case The case is applicable for the complexity theory, which measures the diversity or heterogeneity of the environmental factors, which include technology, socio-politics, suppliers and customers. Hence, the perspective is related to micro-level parts within the complex system, which are used to influence the functionality of the macro-level outcomes (Năstase et al. 2013). As such, Biggs used this perspective to realize what needed to be done in Clemenger to ensure that the organization was in a position to attain the desired success level. Further, after the takeover by Biggs, Clemenger, which was a complex system, was organized into a single unit. This involved investigation of the customer and employee behavior and utilization the available resources in the organization to attain the desired success level. The complexity theory is the most adaptive to ensure that the organization is able to attain success in the process of change implementation and development. Stace’s and Dunphy five dilemmas Managers have often faced Stace’s and Dunphy five dilemmas when directing on change development. This is evidenced in this case when Biggs struggles on handling the cultural issues of the company in terms of creating an effective cultural environment for employees and instilling a structural framework, which will ensure that all workers are focused on delivering the best results for the company (Lewis et al. 2013). Biggs also faced the dilemma when he instilled a radical transformation, which aimed at continuous improvement. As such, employees were subjected to a radical transformation of the organization leadership and strategic direction instead of the normal leadership. Furthermore, Biggs used an effective leadership style, which ensured that all employees felt as part of the management team of the organization. This contributed towards attainment of organization success. On the same note, Biggs empowered employees in Clemenger to ensure that they could participate in the decision making process of the company and generate ideas, which would contribute towards attainment of organization success. In addition, prior to the instilling of change in Clemenger, Biggs had to study business activities of the company and he could not know, which approach was the best to adopt as a means of introducing change in the organization. Strategy used in the case In this case, creativity is the strategy, which was used by Biggs to attain success in the organization. Biggs illustrated that by providing a vivid strategic direction, which included rigorous financial controls to ensure that the company was in a position to meet its goals and objectives in the market environment. Hence, the new creativity strategy, ensured that Clemenger was in a position to attain success in its business environment (Năstase et al. 2013). This included attraction of new clients and businesses, which contributed towards the improvement of the financial performance of the company. The case depicts evidence of strategic intent and thinking. These are illustrated by Biggs in providing a business direction that needs to be followed in order to ensure that the organization was in a state of attaining the desired success level. Biggs also thought of using creativity as a strategy, which bore positive results in the improvement of the financial performance of the company and attainment of good results. Furthermore, strategic intent and thinking was illustrated when Biggs offered a clear strategic direction, which ensured that all employees in the company understood what was expected of them in terms of work performance output and delivering quality services to ensure that the business was able to attain the desired success level. Role of culture in organization change Culture plays a significant role in the development of organization change (Burnes & James 1994). This is in terms of confirming to the new arrangements, which are postulated as the effective means of attaining organization success and growth. This occurs since culture is related to changes of specialisms differences and personnel. As such, Biggs had a cultural value of improving the current status of Clemenger in terms of financial performance and customer base. His method of operation was different from the existing cultural facets in the company, but it contributed in challenging the existing norms and gave power to employees to participate in decision making. This ensured that the company could gather vital information on areas that need improvement in order to attain success for the business. Entry of Biggs in Clemenger contributed in cultural revolution in unpredictable and complex manner. This is in terms of improving the motivation level of employees while working in the company and their participation in decision making process. Biggs did this since he knew that failure to include the existing employees of the company in the decision making process would act as a source of cultural shock or limitation for implementation of his actions towards improvement in the performance level of the company. Knowledge of employees on conditions and situation of the area they work in is valuable and essential for their continuous improvement in the production level (Burnes & James 1994). Biggs realized this at an early stage and ensured that all employees were aware of their roles in the company. Empirical evidence for the change in the case The case has provided empirical evidence of change in Clemenger. This evidence is based on the improvement of business activities of the company, which includes attraction of new clients and businesses. Moreover, the company was able to improve on its financial wealth, which ensured that it was capable of addressing all the issues related to business activities of the company (Leonardi et al. 2013). In addition, employees in Clemenger improved on their motivation level that facilitated them in addressing client based issues in the company and contributing in decision making process through offering of ideas that will encourage business partners to focus on attaining success in the company. Statements that are illustrated in the case fit effectively in the prescriptive model of how change is expected to occur in an organization. As stated, the new leadership of Clemenger that was headed by Biggs focused on using creativity, which is an element that individuals utilize in order to ensure that they attain their desired success level. Further, when one is focused on developing and implementing change in an organization, he or she has to alter the structure and culture of the normal functionalities of the organization. Biggs did this effectively by altering the normal functionalities of Clemenger to ensure that individuals developed the essence of taking part in ensuring that success is attained in the organization. Potential interventions When instilling change in an organization, there is a need for the change drivers and agents to focus on the best strategy that needs to be adopted in order to ensure that the proposed change is developed and implemented effectively. This is a measure that aids in addressing all the possible challenges that are anticipated when developing and implementing change in an organization (Hopkins et al. 2013). Thus, has illustrated by Biggs, one need to conduct a thorough study of the existing business functions and processes of the organization that needs change developments. This should be followed by identification of the key areas of improvement for the company. Hence, it becomes easy to formulate a change strategy and implement it effectively in the organization. Moreover, it is essential that change drivers focus on identifying the nature of business activities in an organization and formulate a change strategy, which will contribute towards attainment of the organization success and not failure. Bibliography Burnes, B, & James, H, 1994. “Culture, cognitive dissonance and the management of change”, International Journal of Operations and production management, Vol. 15 No. 8, pp. 14-33. Hopkins, W, Mallette, P, & Hopkins, S 2013, 'Proposed Factors Influencing Strategic Inertia/Strategic Renewal In Organizations', Academy Of Strategic Management Journal, 12, 2, Pp. 77-94, Business Source Complete, Ebscohost, Viewed 3 April 2014. Langley, A, Smallman, C, Tsoukas, H, & Van De Ven, A 2013, 'Process Studies Of Change In Organization And Management: Unveiling Temporality, Activity, And Flow', Academy Of Management Journal, 56, 1, pp. 1-13, Business Source Complete, EBSCOhost, viewed 3 April 2014. 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