Change Management Analysis 1

CHANGE MANAGEMENT ANALYSIS

Change Analysis of 3 Tier Research and Consulting Company

DeAngela L. Dixon

Keller Graduate School of Management

HR 587 Managing Organizational Change

Professor Derek Crews

October 15, 2011

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Abstract

In this study I will explore the concept of Change Management Analysis in a holistic context.

The main focus of this research is on Change Management Analysis and in 3 Tier Research and

Consulting Company. The research will analyze many aspects of change initiative and try to

gauge its effect on the 3 Tier Research and Consulting Company.

 Change Management Analysis 3

Table of Contents

Abstract............................................................................................................................................2

Executive Summary.........................................................................................................................5

Introduction......................................................................................................................................6

Mission.....................................................................................................................................7

Vision.......................................................................................................................................7

IT Processes and Challenges....................................................................................................7

Outsourcing..............................................................................................................................8

Assessment/Diagnosis.....................................................................................................................8

The need for quality management systems: Customer relationship management databases. 10

Description of a CRM software system.................................................................................10

Organization change as reactive or proactive.........................................................................11

Analysis of the Change Strategy....................................................................................................12

Describe the change implementation strategy-the model of change employed.....................12

Describe how the change was structured and sequenced.......................................................13

Describe how political support for the change was obtained and how successful those efforts

were........................................................................................................................................14

Describe what the change leaders did to prevent or minimize resistance to change; what was

the nature of the resistance, and how did the leaders deal with the resistance?.....................15

Describe how momentum for the change was built and sustained.........................................17

Describe the monitoring mechanisms and how the information from the monitoring was

used or not used......................................................................................................................18

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Results/Outcomes..........................................................................................................................19

Evaluation of the Effort.................................................................................................................20

Incorporating principles from the course, explain your assessment of the effectiveness of

this effort. What was effectively, and what could have been done more effectively?...........20

Describe what you have learned about “Managing Organizational Change” from this

analysis...................................................................................................................................20

Conclusion.....................................................................................................................................22

References......................................................................................................................................23
 Change Management Analysis 5

Executive Summary

This case study describes a major change initiative undertaken by a major consulting contracting

agency, 3 Tier Research and Development, Inc., engaged in market branding, research, and

development. Focusing on one client account, Go- Green Auto Corp, the study scrutinizes

relevant organizational theories as they apply to real-time organizational leadership and change-

management strategy scenarios. Members of the studied organization from one office in

Southern California, predisposed by their own mind-sets and training in the organization’s

mission statement and policies and procedures of operation, voluntarily participated in field

research that included questionnaires and interviews. This paper describes the changes that have

been made to the company processes and the strategies which the company implemented while

dealing with the change.

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Change Analysis of 3 Tier Research and Consulting Company

Introduction

This paper describes a big change initiative taken by a major consulting contracting

agency, 3 Tier Research and Development, Inc. 3 Tier engaged in market research, branding, and

development in the US, on behalf of their client, Go- Green Auto Corp. The study discovers and

evaluates change-management theory and organizational leadership from the literature in order

to set the stage for the case, which incorporates open ended interviews and questionnaires

developed by subject matter experts who were engaged in research to prove their various

working hypotheses or models. All feedback and response, primary source interviews, and

secondary source literature review were put to the test of flexible, yet rigorous, inductive

reasoning to eliminate latent research bias that tries to fit theories to real time practice. The

stakeholders and subjects of the company under study participated in the research; participants

were from one office in Southern California, predisposed to participate by their own mind sets

and training in the company’s policies, mission statement, and procedures.

3 Tier measures its services of quality management using the ISO 9000 series of

standards, which was introduced in 1987 for the auto industry, and Sarbanes-Oxley auditing

standards for publicly traded companies, which was introduced in 2002 to monitor financial

business processes. IT software applications are an integral part of the firm’s quality

management services.
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Mission

3Tier Consulting provides Reliable; Innovative and Cost Effective solutions that help

businesses in optimizing their operations and maximize their performance. They make it their

responsibility to know people and their business. They work closely with customers to ensure

that the solutions they provide are tailored to meet customers’ challenges and needs.

Vision

They aim to provide high quality Marketing, Technology and Human Resources services

and solutions to their clients.

IT Processes and Challenges

3 Tier affiliations is external to the home base of Go-Green, however, it is connected

through a document called as the Service Level Agreement (SLA). The dealer, 3 Tier, is

experiencing change management in the update of its Oracle financials database, which handles

the financial entries of the biggest processes of accounts payable (A/P), accounts receivable

(A/R), order service group, tax and others. Security issues appeared in the interface of Go-

Green’s regional /corporate satellite offices sending electronic data via Internet to its affiliated

3rd party dealers. The study also covers the Information Technology side of the change

management process, services measures and user environment that essentially include any of the

services for infrastructure disaster recovery and network infrastructure change agent provisions

that spell out the inner workings of the Go-Green extranet (Ackerman, 2006).
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Outsourcing

The study may be applied to similar third party contracting consulting companies that

perform work for company headquarters; these types of organizations and are doing most of the

work in today’s international market. Since third party outsourcing is essential in this internet

world, the findings here are vital and can be widespread by a halo effect to most new companies

and start-ups in the US, which are signing on as third-party corporations.

Assessment/Diagnosis

The purpose of this paper is to recognize the successful change strategies that can be

applied to a third party dealer, or consulting company, and eventually to an industry which is

implementing any kind of change (Alford, 2009).

In the study of 3 Tier, change originated from the external environment. The firm was

providing services for marketing research to a chief automobile firm, Go-Green, one of its main

client. Though, there was no organized practice established between 3 Tier and its client to

process the service request. There was no authorized order service group business process to

proficiently handle all the contacts of the customers in a specialized Customer Relationship

Management record.

As a result, a significant number of difficulties arose every time 3 Tier received a service

request from Go-Green earlier to the establishment of ISO standards in 1987. The service

process in the order service group of 3 Tier’s financial processes required considerable

interactions between the 2 parties, and being a very energetic corporation, the client company

recommended nonstop enhancements and modifications in the work proceedings after a great

amount of the project was already scoped and changes had been mapped. Some researchers
 Change Management Analysis 9

discussed how change can affect the organization’s culture and discover the complexities that are

inbuilt to such a freewheeling or dynamic type of company working with one that is disciplined

and organized and by definition, amenable to ISO 9000 standards:

“If your organization is already very systematic and disciplined in its operating approach,

then the ISO 9000 series will be in line with your culture and will be fairly well accepted. If your

organization is a freewheeling, creative organization that thinks procedures are (just) guidelines,

or doesn’t prepare written procedures, applying ISO 9000 can be a dramatic shock to the

organization’s culture. This is a very important consideration, since the degree of implementation

and internalization effort required to support the new [Quality Management System] is greater

(by a factor of 10) in the freewheeling type of organization, and implementation takes much

longer (Glavas, 2008)”.

Applying this definition to the specific culture at 3 Tier locates the company in the

dynamic or freewheeling mold, as it consumed major resources just to process a single client

order for service. In Sarbanes-Oxley language applicable to publicly traded companies such as

Go-Green, the business process for this particular activity is defined as order service group or

some similar nomenclature customized to its approach in the transparency test. 3 Tier had to

employ a great deal of its resources to process only one order from its client Go-Green.

Therefore, every time the client requested a change, project flow was disturbed and 3 Tier really

had to go back to the start of the order procedure and restart it, with a loss of resources and time.

Do-overs such as this created much disturbance between 3 Tier functional staff as well as

managerial people. Delays in deliverables’ production ensued, which created confusion on the

client side, raised queries about competence, and negatively impacted profit of 3 Tier (Arena,

2002).
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The need for quality management systems: Customer relationship management databases

In order to process SLAs more effectively, 3 Tier required adopting the standards in

regional offices to improve return on investment or profit margins.

New Customer Relation Management records have been marketed to firms, both private

and public, to have baseline measurements. Effective change in the improvements of procedure

is built onto this introductory business solution, which is incorporated with supply chain and

Enterprise Resource Planning (ERP) databases.

Description of a CRM software system

Information Technology solutions are vital in implementing an organized practice in a

complex company with various accounts. SharePoint 2007 Solution for Customer Related

Metrics software was taken up by Go Green for this matter. The software uses templates to guide

the contracting consulting firm. Proactive management of company change for Go-Green

business procedure definitions is supported by incorporation of SharePoint business solutions;

this aspect is the Information Technology side of change management, which requires

engagement in network design to ensure dedicated documentation that reflects the goals,

mission, objectives etc, of client side deliverables. Microsoft SharePoint Building Office 2003

Solutions creates a challenge for management in that the software address is based on an

explosion of data information systems (Schon, 2007).

As explained before, Go-Green and 3 Tier were boxed into a reactive solution earlier, as

the account was latest and had pre-existing procedure lacking, including data dispersed in

various databases without a single graphical user interface that could pull all data points together

for problem identification in a procedure and on a control panel (a collection of items or events
 Change Management Analysis 11

facing client side on a Web site). A movement toward practical decision making becomes

accessible to the functional staff and stakeholders as they enter one umbrella graphical user

interface. Some of the researchers said that efficiency is increased with adequate (ROI) as staff is

able to locate documents readily and is not lost on file servers because no standards for file

naming, taxonomy and version control are in use. Furthermore, business users are frequently

frustrated by technical hurdles such as server names or mapped network drives, so an intuitive

solution is to keep it simple. Organization is obviously the key to success in quicker process

document turnaround, employee productivity, and greater accuracy, as the data are in one place.

In a similar fashion, Sarbanes Oxley has a financial and Information Technology break-out. The

Information Technology software applications have to be proactively connected to the correct

business process definition (Forrester, 2003).

Between the three hundred generic objectives for Control Objectives for Information and

Related Technology and ISO 9000 standards, there is definitely no justification for do-overs in

procedure improvements. In adding up to Control Objectives for Information and Related

Technology, since 1996, there have been other types of governance implementations and risk for

best practices of business. Mentioned in passing only, they are Information Technology

Infrastructure Library and Six Sigma (Palmer, Dunford & Akin, 2009).

Organization change as reactive or proactive

It is suggested that change in organization could be taken in either a proactive or reactive

manner. Management could expect the predictability for change and adopt the essential ways to

amend its organization to meet the alarming environment pressures, or oppose change and be

forced into an organizational transformation in order to carry on. In partnership with the client, 3
 Change Management Analysis 12

Tier pursued the change in a more proactive way, even though the problem was pre-existing,

since the decision was made to instantaneously deal with it to improve customer related

satisfaction metrics in the Customer Relation Management (Moch, 2007).

Analysis of the Change Strategy

Describe the change implementation strategy-the model of change employed

The novel literature on management of organization is full of models and theories related

to change management. In investigating the base of these innovative theories, it is vital to

remember that all theories are related to one of the two leading views of change management i.e.,

emergent change management and planned change management.

Many dominant practitioners and scholars in the field of organizational change found the

difference between the emergent approach and the planned approach to be rational rather than

methodical. Various authors tried to describe the difference between the two philosophical

theories. Wailes (2005) labeled these approaches as emerging and traditional discussion of

change. Weick and Quinn (1999) coined the terms episodic and continuous change, and yet

instead of alternate nomenclature, the philosophical dinstinction between emergent and planned

approaches remain the hallmark of the dichotomy.

In keeping with the argument that the suitable model for change is dependent on the

situations the company is having, hallmark models and theories have been provided in this

review and served as guide between the interviews that drive this research. With these distinct

philosophical approaches of change in organization, an appreciation of the dynamics in this field

of application and research are gleaned (Wailes, 2005).

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“Change is a process that can potentially yield many benefits, but requires careful

planning. In an incredibly fast-paced and highly competitive environment, change may even be a

requirement for survival. The idea that organizations must be willing and able to change

continually and as needed, and, therefore, foster their ability to adapt, only adds to the

complexity in managing it (Weick & Quinn, 1999)”.

Describe how the change was structured and sequenced

The phenomenon to be researched in this study is the successful strategies deployed by a

company to develop and design procedure enhancements linked to Client Service Request

Initiatives, or change orders. Prior to this research, change orders established by Go-Green were

processed by JIF cover sheets attached to packets of supporting documentation that were

processed manually and routinely rubber-stamped, by the Project Management Office of 3 Tier.

This resulted in jobs not being done properly, with a subsequent and continuous stream of do-

over change orders that were over budget and late. As a result, Go-Green requested an upgrade

or change in a quality management system that would respond to its large organizational change.

The design of the study incorporated process improvements via the JIFs that would be reviewed

for rigorous ISO 9004-1 compliance (Beckhard, 2009).

The JIFs are documents that control the life cycle of a project that occurs in phases,

which is known either as the Software or System Development Life Cycle. The JIFs, now

upgraded by rigorous conformance to ISO 9004-1 and interdependence with Sarbanes-Oxley

received the name of upgraded ISO-SOX-implemented change orders to accomplish the request

for an upgraded quality management system. The JIF cover sheet served as a table of contents to

a packet of supporting documentation that could include test procedures, specifications, work
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instructions, QA procedures, quality manuals, inspection instructions and QA manuals for

purchase orders and sales contracts, and define the various phases of a project, as described

earlier (Harris, 2007).

Describe how political support for the change was obtained and how successful those efforts

were

Organizational change has no borders or boundaries. Change can happen anywhere,

anytime, and to any organization, whether not-for-profit, profit, private or public. The

interconnectedness of the international economy and its political realities can magnify the ripple

effect of any single change, making it a common feature of business life. Change affecting one

corporation can, with other things, cause closings and layoffs among that company’s customers,

partners and suppliers; bring about a loss of confidence with investor that can cause a dip in the

stock market; and even bring about psychological angst and environmental damage.

Cities all across the United States are losing confidence in investor and, therefore, a small

number of people buy city bond notes to fund services of the city. KCBS News reported on

January 14, 2009, that the city of San Ramon, California, would have a surplus of budget since it

is not overspending and it is holding its elected officials responsible. This combination of two of

the institutions of society, economics and politics, with the concept of governance accountability

and risk is in accordance with Sarbanes-Oxley regulations and ISO 9000 standards (Nohria,

2000).

Before January 11, 2009, the United States President George W. Bush said that (a) he

required a plan for getting the scarcity under control, (b) health care is a foremost challenge and

they require to get rid of programs that are not working, and (c) the main concern is a package of
 Change Management Analysis 15

reinvestment recovery. He was asking for 350 billion dollars, targeted particularly on

organizations. With such far reaching and strong national consequences, the requirement for

efficient change management is necessary at 3 Tier Company. Due of their accompanying ripple

effect and their unpredictable nature, change situations are unlikely to leave any business

untouched. It was reported that Fortune 100 organizations spent an average of 1 billion dollar

between 1980 and 1995 on implementation of change (Davis, 2000).

The cost and prevalence of change in organization means that the accomplishment of

such practices is a major concern for trade corporations. Given the numbers, organization leaders

cannot reject that change, to some extent, is predictable. Organization managers can sensibly

count on facing some sort of change during their careers in the organizations. Without efficient

management, change has the possibility to affect people negatively in a firm, which is frequently

the most difficult and destructive challenge which leaders face in dealing with a change. On the

other hand, with good management, managers can decrease the likelihood of negative change,

lessen the period of a change, and soften any harmful impact by addressing the people of a

change procedure before, during, and after it occurs (Nadler, 2009).

Describe what the change leaders did to prevent or minimize resistance to change; what was the

nature of the resistance, and how did the leaders deal with the resistance?

There are three main factors that make change aggressive in companies: The first is that

unexpected developments and unexpected announcements make public feel as if they have no

power. Conflict is a way of dealing with a sudden situation. The second is that people frequently

see change as frightening to their positions of power. The third is that workers fear that change

would effect in some kind of loss, such as privileges or status. Management can work against
 Change Management Analysis 16

these fears by implementing a plan that includes the workers who would be affected by the

change. This starts with an announcement or notice that clearly justifies the requirement for

change (Ackerman, 2006).

Management seeks the acceptance and cooperation of the people by reducing the harmful

and increasing the optimistic effects. Most important, management must seek the employees’

contribution in the process of planning. Requesting their suggestions and opinions would give

helpful information to management, and they would also make employees feel a part of the

change process. Executing change may be useful as it provides companies the capability to

adjust rapidly to energetic environments and changing preferences of consumers. Therefore,

change has a competitive advantage. Change also transitions in new leadership, enabling leaders

and managers in implementing novel organizational objectives and goals effectively and quickly.

As an outcome, managers are faced with a flock of new dilemmas and challenges that hinder its

growth (Palmer, Dunford & Akin, 2009).

Some of these novel challenges can be predictable, but it is the unexpected challenges

that can make implementation of change difficult because there are no prepared solutions.

Researchers stated that in companies that are implementing change it is hard, if not impossible,

to resolve and define all eventualities. Therefore, adaptive solutions are not willing to leader

driven solutions (Alford, 2009). Leadership, in this perception, involves a strategy of learning.

Change can be costly and contains high risk programs that do not produce the major advantages

initially sought, in the past. Often, the lackluster return may be attributed to poor implementation

and planning. Furthermore, Kotter (1995) found that 70 percent of change plans fail for one of

the following reasons:

 Change Management Analysis 17

1. Employees do not completely embrace the change or are not included in the

change process

2. Top management does not provide sufficient commitment and support

3. Employees are forced into a change; they do not receive adequate feedback,

coaching, or reinforcement to accept the change.

This debate supports the idea that change is not easy and, hence, must be planned out

carefully before being implemented. Change leadership has to be balanced between

organizational leadership and team members. Once the lines of communication are established,

both affected members and leaders can start preparing for a required change (Glavas, 2008).

Describe how momentum for the change was built and sustained

3 Tier accomplished process mapping by combining the development phase of the IT-JIF

(inclusive of tech setup and pilot phases that are coterminous together with the development

Information Technology-JIF phase) and the operations phase of the business-JIF into which the

Information Technology development processes feed. The phases of the tech setup phase and

pilot phase, when combined, are actually the same as the entire Information Technology -JIF

development phase, with a small distinction resulting from the type of graphics software used to

illustrate the phases.

Particularly, the pilot phases and tech setup are depicted in MS Project tracking software,

while the IT-JIF development phase is depicted in Visio workflow software. Furthermore, the

flow of change processes is from the development phase of the IT-JIF submission that feeds into

the larger picture deliverables of a following yet continued operations phase; e.g., the operations

phase for a specific baseline specification in the environment of 3 Tier’s key client account, Go-
 Change Management Analysis 18

Green Auto Corp, would be mapped out on a Visio workflow and appear side by side and after

the development phase map of the IT-JIF (Arena, 2002).

Describe the monitoring mechanisms and how the information from the monitoring was used or

not used

In that there was no pre-study break-down or breakout of tasks on an MS project software

timeline connecting the Information Technology side to the finance side, Go-Green’s change

requests were firstly tumbling into the branch office of 3 Tier at the rate of 7 to 8 every week,

being rubber stamped without employee input, and passed down the line. The problem was the

regular do-overs in achieving change orders as a result of a free-wheeling management style.

There was no organized protocol or business model in place to deal with changes. The finance

side and the Information Technology side, collectively, make up this difficult yet practical

inquiry into change, which is a given in the international market place (Schon, 2007).

A chief question is how to assist successful change for leaders. Furthermore, the

pragmatism and complexity emerging from historical organizational development and how to

implementations ultimately resulted in this case study’s new organizational model, coined the

Prototype Change Model. The comprehensiveness of this last, combined set of regulations

pertaining to Service Request Change Initiatives (or change orders) are delivered through an

SLA given the acronym SIS, representative of SLA, Sarbanes-Oxley, and ISO. The purpose of

the Prototype Change Model was the accomplishment of a changed or upgraded quality

management system for a main client account. With the beginning of important organizational

changes at Go-Green, the time had arrived to set up a Project Management Office at 3 Tier

specific to its key client account’s changing needs and deliverables (Forrester, 2003).
 Change Management Analysis 19

Results/Outcomes

The reason of this case study was to recognize the main significant factors of success that

were implemented by 3 Tier, in its Service Requests Change Initiatives. Participants were

recruited through an anonymous and voluntary preliminary e-survey. Through purpose sampling

and qualitative content analysis, 5 participants were selected for personal interviews with the

researcher. Participation in this study was voluntary and limited to one facility. Data was

gathered through semi structured interview questions. The interviews were tape recorded, and

participants received transcripts of the interview to review. The results are presented in order of

the related interview questions and the research questions (Moch, 2007).

The content analysis showed that in the history, 3 Tier simply rubber stamped the JIFs

and told the workers what to do with least participatory leadership, so there was conflict to the

very change they were supposed to process. This process is displayed in the Excel charts, along

with the new and improved JIFs change process. Workflow arrows from the development phase

Information Technology -JIF reach their final destiny at No. 2 on the business-JIF for the

operations phase of this project.

Business and System Development Life Cycle (SDLC) evaluation reports are joint with

the final deliverable or output looping back to Go-Green, which started the change request

initiative. Note that some of the Go-Green change requests are so small that they travel straight

through the multiservice pipeline (all Information Technology services going through one

infrastructure pipe referred to as Quantico for the Quantum e-blade servers working the

background) without needing or having any development phase work or input from the

Information Technology -JIF. The change is accomplished by nature of its being converted

instantly at intake into a 3 Tier business-JIF, and 3 Tier keeps copies of spec binders on all the
 Change Management Analysis 20

standard operating processes and procedures. Some standard operating procedures pass right

through and receive an almost immediate sign off of acknowledgement with that particular job

being considered done (Beckhard, 2009).

Evaluation of the Effort

Incorporating principles from the course, explain your assessment of the effectiveness of this

effort. What was effectively, and what could have been done more effectively?

Considering the principles which we have learned in the course, I can say that I have

fully comply all of the principles during the project in order to achieve the complete knowledge

of what the change management is, and how does it affect the origination. However, there is

always a place for improvement in everything you do; therefore, I would say that the project

would be more excellent if there would be more opportunities to make it better. In the end, I

would like to mention that the concepts which we have practiced and learned in the class have

become clearer after completing the project (Harris, 2007).

Describe what you have learned about “Managing Organizational Change” from this analysis

“Change comes in many forms. Change is a constant. In order to deal with change,

organizations must constantly analyze their internal and external environments. Kaizen, a

Japanese term meaning improvement or change for the better, refers to a philosophy or practices

that focus on continuous improvement of processes in manufacturing, engineering, supporting

business processes, and management. This approach, starting with a look at anticipation of

problems such as rubber-stamped JIFs, rests its case on the backbone of a planned IT-business
 Change Management Analysis 21

infrastructure. The customer centric focus is the prime driver or initiator of planned IT change.

There was a business problem with an IT solution” (Nohria, 2000).

In this case study, there was a saturation factor and it was similar to a globalization factor

of the quantum, global grid. This study concludes that immersion in thorough knowledge was

communicated via business-JIFs and Information Technology -JIFs generated by Service Change

Request Initiatives from Go-Green to 3 Tier. The new and improved documentation facilitated

other documentation that accomplished the overriding change goal of upgrading the quality

management system at a chief client account, as proved in the Results section of this case

narrative.

Change in its various forms is a repeated process in organizations. The pace of change

and its complexity are also greater than in past times. IBM Corporation Business Services

Consultant’s (2004) global study of more than four hundred and fifty CEOs from around the

world indicated 43 percent would describe their efforts to manage change as ineffective. Other

researchers stated that, there has been a 30 percent to 50 percent success rate for change in

organization. This small rate of success is highly problematic in light of estimates that 75 percent

of American organizations will re-engineer with the aim of achieving considerable enhancement

in performance by starting from scratch in designing the core business practice. The IBM

Corporation Business Services Consulting (2006) global study of seven hundred and sixty five

CEO’s stated that 2/3 of those interviewed were expecting to be busy with change over the next

two years (Davis, 2000).

 Change Management Analysis 22

Conclusion

Specific conclusions of this case study include the following detailed account with

references to the literature review, which should acquaint the reader with professional exegesis

motivating future research. Team leads responded that they had participated in the changes

processes, and team members responded that they had not participated in the change processes.

“Change processing includes a lot of compromise; it is a large part of planned change.

Sometimes, change is proactive, and in this current economic collapse, there is a fair amount of

reactive change. Proactive change has always been better in the sense that it is based on

participation of all constituents and stakeholders (Wailes, 2005)”.

When the constituents take ownership of the changes that they are involved in, the

business psychology of organizational change is socially inclusive of the team members’ being

valued in change deliverables or outputs and incentivizes them and their team leads. Team

members delay the gratification of immediate training or commensurate pay, knowing that they

are self-actualizing in accordance with Maslow’s hierarchy and that reward is higher than the

lower-level rewards of pay. Of course, everyone needs the pay to survive, but there is something

else going on: delay of gratification and taking the initiative to anticipate problems before they

start, to be truly proactive is to deal with organizational change.

You have to work hard to change an organization successfully. When you plan carefully

and build the proper foundation, implementing change can be much easier and the chances of

success improve. Create a sense of urgency, recruit powerful change leaders, build a vision and

effectively communicate it, remove obstacles, create quick wins, and build on your own

momentum.
 Change Management Analysis 23

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Arena, M. J. (2002) Changing the way we change, Organization Development Journal, 20(2), 33

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Wesley.

Davis, C. (2000) Emergence and accomplishment in organizational change, Journal of

Organizational Change Management, 13(2)

Forrester, P. (2003) Managing planned and emergent change within an operations management

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Glavas, W. (2008) Strategic organizational change: The role of leadership, learning, motivation

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Harris, R. T. (2007). Organizational transitions: Managing complex change (2nd ed.). New

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