Strategic Change Management in M&S
Strategic change management
Marks and Spencer
Profile:
M&S is well-known for both its quantity basis clothing comes in most colors, sizes and styles as well as its quality particularly in the Food Hall, where the produce is often considered superior to that in many super markets. M&S is known to a lot of people as Marks & Sparks or M&S, is one of the leading retailers with over 600 stores in the UK and over 200 more in 40 other countries. Although perhaps not the most fashionable place to shop, most of its domestic store sells both clothing and food since the turn of the country it has started expanding into other ranges such as home ware, furniture and technology. In 1998 it became the first British retailer to make a pre-tax profit of over 1 billion GBP, though few years later it plunged into crisis which lasted for several years. In November 2009, it was announced that Marc Bolland, formally of Morrision, would take over as chief executive from Stuart Rose in early 2010; Rose will continue as chairman until mid 2011. It is listed on the London Stock Exchange and is a constituent of the FTSE 100 index.
Task 1
Using three relevant change management models you are familiar with discuss and evaluate how your chosen organization approaches strategic change management.
Strategic managing change at M&S
Speaking at the Economist’s recent Talent Management Conference, M&S group HR director Tanith Dodge conceded that the period of change facing the company is unprecedented. And Dodge herself will be playing an integral role in the organizations’ response to the global economic upheaval.
M&S is a high street behemoth with a remarkable heritage, having recently celebrated its 125th anniversary. It has survived two world wars, a depression and several recessions during this time- yet even a company such as this ia not impervious to the present prevailing challenges.
Background changes at M&S
The company now employs around 1200 staff in the
Marks and Spencer
Profile:
M&S is well-known for both its quantity basis clothing comes in most colors, sizes and styles as well as its quality particularly in the Food Hall, where the produce is often considered superior to that in many super markets. M&S is known to a lot of people as Marks & Sparks or M&S, is one of the leading retailers with over 600 stores in the UK and over 200 more in 40 other countries. Although perhaps not the most fashionable place to shop, most of its domestic store sells both clothing and food since the turn of the country it has started expanding into other ranges such as home ware, furniture and technology. In 1998 it became the first British retailer to make a pre-tax profit of over 1 billion GBP, though few years later it plunged into crisis which lasted for several years. In November 2009, it was announced that Marc Bolland, formally of Morrision, would take over as chief executive from Stuart Rose in early 2010; Rose will continue as chairman until mid 2011. It is listed on the London Stock Exchange and is a constituent of the FTSE 100 index.
Task 1
Using three relevant change management models you are familiar with discuss and evaluate how your chosen organization approaches strategic change management.
Strategic managing change at M&S
Speaking at the Economist’s recent Talent Management Conference, M&S group HR director Tanith Dodge conceded that the period of change facing the company is unprecedented. And Dodge herself will be playing an integral role in the organizations’ response to the global economic upheaval.
M&S is a high street behemoth with a remarkable heritage, having recently celebrated its 125th anniversary. It has survived two world wars, a depression and several recessions during this time- yet even a company such as this ia not impervious to the present prevailing challenges.
Background changes at M&S
The company now employs around 1200 staff in the