Reflective Essay

Essay of Reflection on 'Safaricom'

Change Management Models

Lewin change management model

The model consists of three essential phases, namely defrosting, altering, and refreezing.
During the defrosting phase, decide and evaluate the necessary alternative measures to
determine the change's necessity. This phase can be used to dissect present habits and
strategies necessary to make improvements viable (Sarayreh, Khudair, and Barakat, 2013).

Personnel should recognize the significance of the shift at this point. Eventually, the
employer shifted implementation strategies. After identifying the critical modifications, the
process enters the re-freezing phase, which necessitates quality management and assurance.
The embedding of changes establishes the re-freezing of organizational tradition to ensure
that the changes are retained and incorporated into actions (Hussain et al., 2018).

McKinsey 7S Model

Mind Tools (2015) explains the purpose of the 7S model is to assess the gaps between the
company's accurately represented current situation and its future situation. This technology is
used to decipher motion, hence assisting the employer in making strategic decisions.

The model is comprised of seven fundamental components, which are stated below:

• Strategy, including the approaches required to improve a diagram for achieving objectives

• Structure, including desired plans for reorganizing and restructuring the organization. A
system consisting of routine tasks.

• Shared value, which is the price at which the business operates

• Promote the adoption and execution of a market leader's style of conduct

• Employees, including any human sources directly or indirectly associated with and
impacted by the trading process.
• Abilities and skills required of change leaders or sellers and employees (Singh, 2013).

• Systems are an indispensable component of the business and technical infrastructure of

A corporation that sets workflows and the decision-making chain that manages, monitors, and
evaluates the team's internal rules and processes in order to keep the users on track.

Kotter's 8-Step Change Model

The model consists of eight transformative steps. These steps include the following:

• Establish a sense of urgency

• Establish a solid alliance

• Construct the vision essential for transformation

• Visual verbal exchange

• Clear barriers

• Generate fleeting victories

• Based on alteration (Small et al, 2016).

Integrating changes into the organizational culture (Galli, 2018)

Suggested Model In the case of 'Safaricom,' the McKinsey 7S Model would be an appropriate
model for implementing the improvements. The model is appropriate since Safaricom uses
technology to offer quality services and to improve them in future (Ravanfar, 2017).
Characteristics of a Change Agent

There is a need for a Change agent with the following characteristics:

• Originality, adaptability, and dependability

• Extensive fields of knowledge

• Solace and bravery

• Strong ties to the community

• Potential new alterations and possibilities

Because the organization possesses the following characteristics and skills, it has the
potential to become a change agent.

• Company will encourage zeal and the desire for change in human resources

• Company will push change and continue to improve transformation success approaches.

• The company will utilize strong communication skills to provide high-quality

communication between human resources.

References

Hussain, S.T., Lei, S., Akram, T., Haider, M.J., Hussain, S.H. and Ali, M., 2018. Kurt
Lewin's change model: A critical review of the role of leadership and employee
involvement in organizational change. Journal of Innovation & Knowledge, 3(3),
pp.123-127.
Ravanfar, M.M., 2017. Analyzing Organizational Structure based on 7s model of
McKinsey. International Journal of Academic Research in Business and Social
Sciences.
Singh, A., 2013. A study of role of McKinsey's 7S framework in achieving organizational
excellence. Organization Development Journal, 31(3), p.39.

Small, A., Gist, D., Souza, D., Dalton, J., Magny-Normilus, C. and David, D., 2016. Using
Kotter's change model for implementing bedside handoff: a quality improvement
project. Journal of nursing care quality, 31(4), pp.304-309.