Change Management Plan No matter which type of industry is discussed change management is an essential component in today's ever-changing business environment. To better understand this concept it should be recognized that change management is not just a task to be checked off and considered finished instead, it is a constant process that should be undertaken with a sense of urgency, implemented swiftly, and monitored continuously to ensure a successful transformation. To illustrate the knowledge of the change management process throughout the simulation, the learner is assigned the task of providing the information necessary to build a culture in which to sustain change. Using the key concepts identified throughout the course is essential in the accomplishment of the assigned task. Background Information CrysTel is a telecommunications company operating in Illinois, U.S. The company has employee strength of 2,500 personnel and generates annual revenue of $200 million. CrysTel's product offerings include data cables, wireless solutions, and network development. The rapid advancements in the telecommunications industry will require CrysTel to cope with technological and administrative changes on a regular basis, thus placing it in a position to improve the range of emerging telecom technologies in a "bid to increase product offerings" and keep up with the "volatile demands of the market" (simulation). Identify the major implications of the change at CrysTel, including any human behavior implications. CrysTel is a responsive organization that keeps up with the unpredictable trends of the market - as such, CrysTel is likely to change its product portfolio or offer new products on a regular basis. These occurrences will,... ... middle of paper ... ...on in today's market, but in order to remain competitive they must find a way to distinguish themselves from these competitors. Conclusion The changes being implemented by CrysTel are indicative of a company that truly wishes to maintain profitability and sustainability in today's telecommunications market. By continuously monitoring the process and re-adjusting when necessary, CrysTel will succeed in changing its internal environment. References Bowman, Jr., Richard, Spring2000, Vol. 120 Issue 3, p455, 7p. Retrieved January 28, 2007, from Ebscohost database. Conner, D. R. Leading at the edge of chaos. 1998. New York: John Wiley. Kreitner, R., Kinecki, A. (2003). Organizational Behavior (6th ed). McGraw-Hill Companies. University of Phoenix MBA/520. Leadership concepts. Building a Culture for Sustaining Change. Retrieved January 21, 2006, from rEsource.
At the July Association of the United States Army (AUSA) Conference, LTG Ostrowski, the Army Acquisition Executive Lead, conveyed the Army’s need for future network solutions. It was also shared in the FY16 Presidential Budget that the Army has several budget requests for Communications systems and upgrades totally over $1.2B (Keller, J. , 2015). This is an opportunity for the Comms BU to expand its customer base in the U.S. Army market place. Northrop Grumman was ranked in the Top 5 of Aerospace and Defense Companies in Forbes America’s Best Employers list (2017). They were ranked over larger companies such as Boeing, Lockheed Martin and Raytheon. Their commitment to their employees, diversity, their customer and even the environment drives their culture. Northrop Grumman’s competitive advantage is leveraging the technology already developed and tested for the services (Air Force and Navy). Their experience with the Army is via services work where our people have gained the expertise to be the right people for working with the Missile Defense Agency. After analyzing both the internal and external environment of Northrop, their competitors and the analysis of their financial position, Northrop has developed a sustainable competitive advantage. They have done this through the use of product differentiation. The value they receive, the knowledge they gain and patents they own by acquiring other companies expands their portfolio to offer products and services not comparable to their competitors. Their respective strategic position establishes a value to their customers that is differentiated amongst their competitors, allowing them to offer a higher premium for their products and
CenturyLink is one of the larger communications companies within the United States and has even expanded abroad to other countries. When analyzing the SWOT analysis for CenturyLink, I was able to identify several strengths that set them apart from their competitors. As mentioned, they are distributing services in over 20 states currently and continue to broaden services to reach more clientele. They pride themselves on exceling in data communications and network systems databases which has allowed them to become one of the desired communication companies.
In the second part, we will describe the technology developed to support each strategy. As well as the cost of the components associated with each strategic technology unit that aims to deliver a differentiated proposition and increase it’s value. A cost breakdown structure and the results in sales and revenue are studied in this section.
WorldCom, US second largest telecommunication company in the United States behind AT&T, was founded in 1983. The company starts their business under the name “Long Distance Discount Services” (LDDS), providing long distance telecommunication services. The company was profitable from the start. In 1985, Bernie Ebbers became the company’s CEO. The company changes its name to WorldCom in 1995. During the 1990’s, the company starts to grow through series of successful acquisition and merger. However, during the late 1999, the company’s performance begins to decline due to heightened competition and reduced demand for telecommunication services.
Every organization will experience a change of leadership at some point or another. CEO’s of organizations will move on to take on different challenges in their lives or many of them will retire. There are few changes that can occur in an organization that could have a larger impact than a change at the top of the management chain. According to Firoozmand (2014) resistance from employees is an occurrence that is a part of the natural process of change. This is no different in the event of a change of leadership. New leaders will bring in a new vision, culture, and expectations that employees may not be ready or willing to accept.
Change management is an approach to transition individuals, teams, and organizations to a desired future state. It helps the organization to transit from ‘where they are’ to ‘where they want to be’. Change Management is essential as it helps in :
Regarding to Kidman (2010), nowadays 88 percent of customers prefer to use multiple channels through internet data, including call centre, search and social networking, to resolve the problems and Telstra announces that there are decreasing the number of clients who contact call centre and customer service via phone. Telstra’s customers are changing the way they source the information. They are more likely to use digital channel. Thus, 24-hour call centre, which operates remotely, will not only reduce cost to the organisation, but also respond to the new generation lifestyle and increase the customer’s satisfaction.
Change as defined by Thompson (2010) is “a process through which people and organizations move as they gradually come to understand and become skilled and competent in the use of new ways.” Change is not a process that happens in just one day. It is something that takes time to build and strengthen amongst an organization. The people involved in the process of change need to have the same goals and have the same clear ideas; this so they can be in the same mindset and be able to work together towards success. Communication is crucial during the process of change to facilitate the work for the people involved in the organization.
Introducing a new concept of work practice to an organization means changes have to occur in order to accommodate it. This would lead to organizational changes and may disrupt work patterns. Often, a change is necessary if an organization means to be competitive, and unless new ways and methods are developed and introduced, an organization may find itself lagging and not competitive. Benchmarking is one of those concepts that aim to improve work practices and achieve optimum results. Because change can bring negative connotations, it is important to take careful steps to effect change without major disruption to employees who would, more likely, be resistant to a new concept that may threaten their work comfort zone. So, effective communication, team building, offering support and being patient by allowing time for adaptation are very important steps in implementing change.
Telecommunications gained mainstream attention in the early 90’s; however the initial key market was business men and women, who used their phones whilst being on the move and so allowing them to communicate with their companies with ease. Though in the modern era, telecommunication went through segmentation in the market trends, and now in this day and age it would be difficult to find someone who does not own some form of mobile technology. Many phone providers battle to provide the best service for their customers (Figure 1).
Orman, N. (2001). Cisco move: Risky business. Silicon Valley/San Jose Business Journal, 19(18), 13. Retrieved from http://ezproxy.snhu.edu/login?url=http://search.proquest.com/docview/217033005?accountid=3783
The change process within any organization can prove to be difficult and very stressful, not only for the employees but also for the management team. Hayes (2014), highlights seven core activities that must take place in order for change to be effective: recognizing the need for change, diagnosing the change and formulating a future state, planning the desired change, implementing the strategies, sustaining the implemented change, managing all those involved and learning from the change. Individually, these steps are comprised of key actions and decisions that must be properly addressed in order to move on to the next step. This paper is going to examine how change managers manage the implementation of change and strategies used
Graetz, F., & Smith, A. C. T. (June 2010). Managing organizational change: A philosophies of change approach. Journal of Change Management 10(2), 135–154.
The transformation of a company requires hundreds, sometimes thousands of employees to adopt a new view of its future, a future they must regard as essential. Change management involves managing the process of achieving this future state. Change can be viewed from two vantage points, that of the people making the changes and that of the people experiencing the changes. In the top-down, or strategic viewpoint associated with management, the focus is on technical issues such as the investment required, the processes for implementing the change, how soon the change can be realized, and the outcome. In the bottom-up viewpoint of the employee, the focus is on what the change means to the ...
Orman, N. (2001). Cisco move: Risky business. Silicon Valley/San Jose Business Journal, 19(18), 13. Retrieved from http://ezproxy.snhu.edu/login?url=http://search.proquest.com/docview/217033005?accountid=3783