Case Study: Change Management Project
Case Study: Change Management Project
Prepared by Brian Davies for Massey University College of Business to fulfil the requirements of Assessment Three: Change Management Project – Case Study as part of NZ2 MBA Change Management paper.
Dated November 2010
Strategy for Change
CompuFix Inc.
Report to Jerry Smiles covering strategic analysis, change direction and implementation plan for CompuFix Inc.
Prepared by Brian Davies
November 2010
*
ABSTRACT - This page confidential to Jerry Smiles
This strategic background and change management plan describes, analyses and extracts lessons from Compufix Inc in conjunction with the discussions held with Jerry Smiles and further provision of information as contained within the background brief provided by Bill Kirkley of Massey University. It initially focuses on analysing the organization's strategic position in order to identify deeply held assumptions, norms, and values that were producing unintended and inhibiting consequences for organisational effectiveness. It then moved on to the interventions required to change the internal culture, work practices and processes in order to interrupt and transform these assumptions. The paper lays out in detail the approach, method, process, and analysis used in this major change effort and documents the change with an implementation plan for success, including any contingencies considered necessary.
Ultimately the CEO Jerry Smiles is faced with a complex array of interlinking issues which require specific handling. The way to move forward also requires the commitment of Harry Jones, founding CEO and owner, as he has been previously the formal powerbase and as he steps aside from the CEO role his position as informal powerbase has the ability to support, or undermine, Jerry Smiles future within CompuFix. In fact as a ultimate contingency plan for Jerry Smiles, should he find
Prepared by Brian Davies for Massey University College of Business to fulfil the requirements of Assessment Three: Change Management Project – Case Study as part of NZ2 MBA Change Management paper.
Dated November 2010
Strategy for Change
CompuFix Inc.
Report to Jerry Smiles covering strategic analysis, change direction and implementation plan for CompuFix Inc.
Prepared by Brian Davies
November 2010
*
ABSTRACT - This page confidential to Jerry Smiles
This strategic background and change management plan describes, analyses and extracts lessons from Compufix Inc in conjunction with the discussions held with Jerry Smiles and further provision of information as contained within the background brief provided by Bill Kirkley of Massey University. It initially focuses on analysing the organization's strategic position in order to identify deeply held assumptions, norms, and values that were producing unintended and inhibiting consequences for organisational effectiveness. It then moved on to the interventions required to change the internal culture, work practices and processes in order to interrupt and transform these assumptions. The paper lays out in detail the approach, method, process, and analysis used in this major change effort and documents the change with an implementation plan for success, including any contingencies considered necessary.
Ultimately the CEO Jerry Smiles is faced with a complex array of interlinking issues which require specific handling. The way to move forward also requires the commitment of Harry Jones, founding CEO and owner, as he has been previously the formal powerbase and as he steps aside from the CEO role his position as informal powerbase has the ability to support, or undermine, Jerry Smiles future within CompuFix. In fact as a ultimate contingency plan for Jerry Smiles, should he find
References: Balogun, J., & Hailey, V. H. (2008). Exploring Strategic Change (3rd ed.): FT Prentice Hall. Carroll, A. B. (1991). The pyramid of corporate responsibility: toward the moral management of organisational stakeholders. Business Horizons., Jul-Aug(42), fig. 3. De Wit, B., & Meyer, R. (2004). Strategy. Process, Content, Context. An International Perspective (3rd ed.). London.: Thomson Learning. M.U. (2009). Writing Guidelines for Business Students. Palmerston North: Bennetts University Book Centre. Porter, M. (2005). Michael Porter 's Five Forces of Competitive Position Model.