MCOD ASSIGNMENT

GROUP-1

AISWARYA BABURAJ-H2912

MEHRIN AM-H2925

ASWATHY JOY-H2917

JILSA PRADEEP JOSE- H2942

STEPHEN MAJO-H2944
THE CASE BACKGROUND

The distribution corporation Sunflower Incorporated provides beverages and snacks to a

variety of retailers across North America. The CEO recently hired Agnes Albanese as the new
Director of Price and Buying to oversee the company's pricing and purchasing decisions as a
result of the company's recent dropping earnings and rising competition.

IDENTIFICATION OF PROBLEM:

The primary problem for Sunflower is to stop the declining sales and profitability that have
been brought on by a combination of external (such as increased competition, shifts in
consumer tastes, and economic downturns) and internal causes (such as inefficient operations,
poor communication among departments, and ineffective marketing strategies).The newly
appointed Director of Pricing and Purchase, Albanese was quick to implementation of change
before providing proper awareness of the need for change. She showed a sense of emergency
to implement the change right away to prove her potential and to obtain evident results before
the annual peak season.

RECOMMENDED SOLUTION:

Sunflower should pursue a range of options in order to handle its issues and seize its potential.
To increase efficiency and cut expenses, the business should put money into standardised
operations through technology and process upgrades. In order to create a more efficient and
targeted marketing plan that is in line with shifting consumer tastes, it needs also hire a new
marketing team. Decentralized decision-making in the area won't affect how standard
operations, which are managed from headquarters, are carried out. The management should
therefore make a special effort to raise awareness of the need for change. The To boost sales
and market share, Sunflower should also investigate new product categories and broaden its
distribution system.

IMPLEMENTATION:

Sunflower needs to set up clear objectives, deadlines, and performance measures in order to
implement the suggested solution successfully. All staff members should be informed of the
approach and the anticipated results, and any necessary support and training should be given.
To make sure that all teams are united and pursuing the same objectives, the organisation
should also foster a culture of departmental collaboration and communication.

EVALUATION:

Sunflower needs to assess the effectiveness of the suggested solution on a frequent basis. It
must monitor its performance in relation to the defined metrics and goals and make necessary
adjustments. To make sure that the strategy is meeting the needs and expectations of the target
audience, the business should also solicit input from its clients, partners, and personnel.

APPLICATION OF CHANGE MANAGEMENT MODEL:

To management the change in Sunflower In corporate more effectively, we recommend the

ADKAR model of change management.

i. Awareness:
Creating awareness of the need for change is the first step in the ADKAR methodology.
In the case of Sunflower, the new Director of Pricing and Purchasing, Albanese could
explain the necessity of change to all staff members, stakeholders, and clients. She may
discuss the internal and external causes that have contributed to Sunflower's dropping
sales and profitability as well as the need for the company to adjust to the market's
shifting conditions.

ii. Desire:
To generate a desire for change is the second phase. This is where Sunflower should
instill a feeling of urgency and inspire staff to accept the change. This could be done by
outlining the advantages of the change and including the staff in it. Albanese may, for
instance, describe how the modification will increase productivity, produce fresh
growth prospects, and make the business more competitive.

iii. Knowledge:
The dissemination of knowledge and information regarding the change is the third step.
Sunflower must now give staff members the knowledge, resources, and training they
 need to adjust to the shift. The dissemination of the anticipated results and success
measures, as well as training on new technology, procedures, and marketing tactics,
could all fall under this category.

iv. Ability:
The ability to implement the change must be developed as the fourth phase. Sunflower
should offer the tools, advice, and support required at this step to assist staff in putting
the change into practise. To help staff members gain the knowledge and confidence to
adopt new procedures, technologies, and tactics, this could entail offering coaching,
mentoring, and feedback.

v. Reinforcement:
The reinforcement of the change is the final and fifth phase. Sunflower should establish
a culture of sustainability and ongoing improvement in this step. This might be
accomplished by thanking staff members for their contributions, celebrating the success
of the change, and putting in place procedures for tracking and assessing the change to
make sure it is maintained over time.

PROS AND CONS OF ADKAR MODEL:

PROS

• Clarity and simplicity: The ADKAR model is a flexible framework that may be
used for many organisational and change kinds.
• People-centered: The ADKAR approach places a strong emphasis on the value
of including and assisting employees throughout the change process, which can
aid in boosting acceptance and reducing resistance.
• Results-driven: The ADKAR approach encourages businesses to set precise
targets and performance indicators, which can help to make sure the change is
in line with the organization's goals and strategy.
• Holistic: By addressing the various dimensions of change, such as awareness,
desire, knowledge, ability, and reinforcement, the ADKAR model adopts a
holistic approach to change management.
 CONS:

• The ADKAR model takes a linear approach and believes that individuals
will go through the stages in a predetermined order. This may not accurately
reflect the complexity and non-linearity of the change process.
• The ADKAR model might oversimplify the change process by putting too
much emphasis on changing individual behaviour and not enough on the
larger organisational and cultural elements that may have an impact on the
success of the change.
• possibly too directive: Although the ADKAR model outlines a clear course
of action, it may not be suitable for all circumstances or companies.
Companies may need to change the model to suit their specific needs and
context.

Overall, Sunflower Incorporated can manage change with the use of the ADKAR model. This
technique enables Sunflower to develop the awareness, motivation, knowledge, capacity, and
reinforcement necessary to successfully adopt the suggested changes and accomplish its
objectives.