Based on the Ascension plc case study demonstrate your ability to apply a range of strategic change models to gain constructive insight about the change process within the technical engineering division (TED).
You must create a table or diagram containing each element of the model and populate it with data from the case study using bullet points.
There are marks awarded for “application of key models using relevant data from the case”.
It is not enough to just populate the tables. For each model you must also discuss your findings.
Tell the reader what the most important factors are based on your analysis. You can use the prompt notes in the questions to help e.g. to focus your discussion on the most challenging aspects of the change context for question 1. There are marks for “Discussion of findings demonstrates depth of understanding of the case and the theory and some originality in thinking.” So, if you just have the table and no discussion or discussion but no table then you will lose valuable marks.
1) Apply Balogun and Hope Hailey’s Change Kaleidoscope model and Lewin’s Forcefield Analysis to the case and use this to discuss the strategic change context in December 2012, at the start of the change process. Note: you should discuss what the most challenging aspects of the change context were and what were the most enabling or helpful aspects.
2) Apply Johnson’s Cultural Web model to the case and use this to compare and contrast the culture of TED before the change (2012) and after the change (2014). You must create a table so you can apply the web once for 2012 and once for 2014. Note: you should discuss the most significant similarities and differences between 2012 and 2014 and how the cultural changes were achieved.
There should be at least four different academic references from text books and academic journal articles ALL THE MODELS REFERRED TO IN THE QUESTIONS CAN BE FOUND IN: Johnson, G. Whittington, R. and Scholes, K. Angwin, D. and Regner, P. (2013) Exploring Strategy, Edition 10, Pearson and in session 18, 19 and 20 of the module. However, Kotter’s Change Steps is not listed in full in the book so a better source for that is: Kotter, J. (1995) ‘Leading Change: Why Transformation efforts fail’ Harvard Business Review, March-April 96 Vol. 73(2) pp.59-67
REVISIONS:
Revise force field analysis. Forces for change are customers, the threat of bankruptcy and some staff.
Forces opposing the change are not 1 and 4, these are some of the forces for change! So this requires a re-think.
Include two paragraphs, challenges and enablers from the kaleidoscope and forcefield, as in the instructions.
Cultural Web – apart from stories and structure there are too many mistakes in this. Revise what should be under each heading.
Do not forget the Paradigm at the bottom – a snappy summary of the culture before and after the change.
There is no need to repeat what you have written in the table – the list, a) b)..etc can go. Instead two paragraphs, similarities and differences, as in the instructions.