Change Management: Introduction and Implementation

The change driver that was chosen is the release of a government report predicting the increase in the size of the immigrant community coming from a particular country in the company’s target market region. The analysis of the key factors affecting the process of implementing the changes suiting the chosen situation reveals that the company needs to use an effective change management model reflecting the specifics of company’s structure and stakeholders.

The organisational change management processes that might be introduced in response the chosen change driver will influence value creation as the adjustment of company’s products and services to the needs of new target customers includes innovations in the variations of items, expansion of certain product lines, changing pricing strategy due to the specifics of financial capabilities of the people, etc. (Fisher, Gebauer & Fleisch 2012).

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The modus operandi will also be impacted by the innovative processes, as special features of the new clients’ preferences and demand encourage the company to change the method of operation in such way that the products can attract the distinct group of target customers. Besides, the firm’s existing business model will also face the changes in value capture elements, as the specifics of the cultural and economic environment in the country the immigrants will come from and their current financial capabilities will influence the company’s methods of retaining the value.

The introduction of changes always has the impact on the stakeholders related to the functioning of the firm (Key concept overview 2015; Jones & Recardo 2013). The primary stakeholders affected by the changes caused by the chosen change driver include the owners and employees of the company, the local population of the country where it operates, the immigrants, suppliers, and creditors.

The supposed attitudes displayed by the owners are expected to be positive, as the suggested changes will broaden the range of company’s target customers. The employees are expected to have good responses if the changes do not harm their personal interests. The local population will also show positive attitude if the company manages to maintain the quality of production and general pricing strategy on the same level. The immigrants will benefit if the organisation adjusts the products to their needs. The suppliers and creditors will regard the changes as favourable ones if the company has the same or bigger financial capability.

The implementation of appropriate change management model reflecting the specifics of the company’s business model is the key to ensuring a good response to stakeholders’ concerns about the innovations (Graetz & Smith 2010).

Such assumption reflects the concept of three stages included in the design of business model change described by Cavalcante (2014). The company needs to analyse its business model, change initiative, and potential challenges prior to starting introducing the innovations, as otherwise it will not be able to avoid the dissatisfaction of the stakeholders. Another specific action aimed at ensuring the satisfaction of stakeholders’ needs includes organisation of effective communication. Careful interacting based on the special features of each of the stakeholders is the key to responding to stakeholders’ concerns and ensure their readiness to accept the innovations, as relationships are central to the success of change management (Mayfield 2014).

The analysis of the discussed issues reveals that change management requires paying attention to the potential impact of innovation on the company’s functioning and its relationship with stakeholders.

Reference List

Cavalcante, S A 2014, ‘Designing business model change’, International Journal of Innovation Management, vol. 18, no. 2, pp.1-22. Web.

Fisher, T, Gebauer, H & Fleisch, E 2012, Service business development, MPG Groups Book, London. Web.

Graetz, F & Smith, A C T 2010, ‘Managing organizational change: a philosophies of change approach’, Journal of Change Management, vol. 10, no. 2, pp.135-154. Web.

Jones, D & Recardo, R 2013, Leading and implementing business change management, Routledge, Abingdon, Oxon. Web.

Key concept overview 2015, Laureate Education, Baltimore, Maryland. Web.

Mayfield, P 2014, ‘Engaging with stakeholders is critical when leading change’, Industrial and Commercial Training, vol. 46, no. 2, pp.68-72. Web.

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