Vasu Goswami

LT#16
MBA2020
Reflection paper:
Topic: The simulation analysis of spectrum sunglasses- change management
power and influence.
After the board meeting, we developed a task force of key people and start working on the strategy to
bring the change in the organization’s product development process. We decided to make a proper plan
of how to incubate the sustainable and environment friendly product in the business line. As we started,
we had the support from the CEO Mr. Adams to proceed on the idea of sustainable growth however
Andrew Chen, the General Counsel had objected the idea of pursuing multigoal at the same time and
proposed we move with only one goal as it will reduce the risk of legal affairs. building on that CFO Mr.
Paul also questioned the practicality of the project and suggested we focus on row material cost.
With the top executive’s mixed response, I decided to lead the project as i had the “GO” from the CEO
and started to take different initiatives to progress together with everyone. I wanted to not just
implement the project but also everyone to accept and provide their support to make this project
success. I had the support from my senior manager Ms. Bartha and CEO and even with that I could have
launched the project but that would not be the kind of leadership accepted in the organization at least
not morally.
Our first agenda during the implementation phase was to gain the credibility for which we had used the
CEO’s public support and then we began to focus on the top management and try to convince them to
be part of the project. For some of the key executives It was easy to accept but few of them were hard
to get the approval from, Such as Mr. Paul. After few weeks with not so much progress we decided to
shift our focus from top management to bottom employees. I knew from experience that it is somehow
easy to gain the trust of those people at the bottom, I choose the approach of telling them success
stories and personal interviews. From Kellerman’s theory and practical experience, I knew that it would
be comparatively easy to influence people with real life examples as people believe faster what they can
compare or see. Also, we had conducted the townhall for all the employees to make our goals clear to
everyone. From townhalls I wanted people to know which direction I want to lead them and make the
path clear so they will not be surprised in between.
I wanted to create a vision and embed that in each of my colleague’s heart. I also was sharing progress
reports from time to time so that everyone was aware of what they are doing is producing results. I
wanted them to feel motivated from inside just by looking at the change that each of them is bringing in
the organization. My focus was to create an environment where everyone feels accountable for the new
product development and think about the sustainable growth of the company. Even with all my efforts I
was unable to bring everyone on the supporting side of the project and make them adapt our new
product by the time 96 weeks ended.
In the second run of the simulation I was given the role of CEO. I observed that implementing the new
strategy from the top is relatively easy such as convincing people to get on board and ride with the new
project. We used the same strategy in the second run also. Getting the credibility was our priority and
once we had the credibility, we rolled out with our plan of convincing and relaying our strategy to the
whole organization. Even with the title of CEO I didn’t push things on the organization as that way
project might be done.
Vasu Goswami
LT#16
MBA2020

Our implementation of strategy was divided into four main categories: awareness -interest -testing -
adoption. We started with awareness programs and once employee is aware about the product and
technology, we run the programs to peek their interest in that program which includes telling stories,
and circulating email etc. after getting the interest of the employees we focus our strategy to shift them
from interest to trail phase. We started running pilot Project and conducting personal interviews. Once
employees are convinced, they categorized as in adoption stage where we consider they are ready for
the new technology and agreed with the project.
In conclusion I would like to express my thoughts on the hierarchy of management and implementation.
The new idea or technology implementation have different hurdles depending on the level of hierarchy
in the organization. Same project when proposed by a mid-management level employee is so hard to
implement and if some senior manager is against the idea it would be really hard to gain the trust and
support from them and he or him can not be confronted and there is a level of hierarchy and ego of
superiority. I believe that’s where most of the good projects were turned down. However, if the same
project is downfolded by the CEO level of person it is very easy for the employees to accept and provide
the support on that. Also, it also speeds up the things when it is down forwarded.