Evaluation and Analysis of a Change Management Plan

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Description

For this Portfolio Project, you will analyze an organizational change plan. This assignment is not a research paper, but is instead an evaluation and critique of the dynamics of the components of a strategic organizational change plan of an organization of your choosing.


The Portfolio Project is designed to do two things:

  • Assess your understanding of how to analyze information based on an effective change implementation plan.
  • Evaluate your ability to write a critical analysis essay that is based on the purposeful behavior of employees and that is logical, valid, and credible.

Again, our goal here is an analysis of an effective strategic organizational change management model and not of the organization itself.


Directions:

  • Use the organizational change management plan template that is attached below as a reference for your Portfolio Project.
  • Base your analysis on one organization from the course textbook: Nike
  • The organization may be nonprofit or for profit, and may be national, international, or regional in scope. There must be a valid reason for organizational change such as: implementing an environmental sustainability plan, implementing or improving a corporate social responsibility program, or generating innovative and creative outlets that entail flattening the management structure, for example.
  • The audience for your analysis may be the board of directors, management, shareholders, or any group of stakeholders of your choice. Be sure to identify which audience you choose.
  • Include the following in your analysis:
  • Identify the role of strategic renewal in propelling change.
  • Focus on the behavioral aspect of organizational change.
  • Analyze the dynamics of motivating employees to alter their behaviors.
  • Differentiate the three faces of change: turnaround, tools and techniques, and transformation.
  • Understand the source of both employee resistance to and support for change.
  • Appreciate the importance of trigger events in initiating change efforts.
  • Examine the role that “going global” plays in triggering organizational change.
  • Conclusion
  • References


Requirements:

  • Your paper should be 9 double-spaced pages including introduction and conclusion.
  • Remember, you must support your thinking/opinions and prior knowledge with references.
  • Incorporate at least six scholarly references
  • In-text citation used throughout the assignment and APA-formatted reference list.
  • Please no plagiarism and sources should not be older than 5 years.
  • Include headings organize the content in your work.

Unformatted Attachment Preview

Department of Transportation Project Name Organizational Change Management Plan Project ID: Division, Program Name Prepared by: Date: Template Revision History REVISION HISTORY REVISION # 1.0 DATE OF RELEASE 8/2009 OWNER ETID PMO SUMMARY OF CHANGES Initial Release of Caltrans Organizational Change Management Plan template Remove template revision history and insert Organizational Change Management Plan revision history. Template Revision Approvals NAME ROLE DATE Insert Project Approvals here. Template Instructions: This template is color coded to differentiate between boilerplate language, instructions, sample language, and hyperlinks. In consideration of those reviewing a black and white hard copy of this document, we have also differentiated these sections of the document using various fonts and styles. The details are described below. Please remove the template instructions when the document is finalized. Standard boilerplate language has been developed for this management plan. This language is identified in black Arial font and will not be modified without the prior approval of the Enterprise Technology Investment Division (ETID) Project Management Office (PMO). If the project has identified a business need to modify the standard boilerplate language, the request must be communicated to the PMO for review. Instructions for using this template are provided in blue Times New Roman font and describe general information for completing this management plan. All blue text should be removed from the final version of this plan. Sample language is identified in red italic Arial font. This language provides suggestions for completing specific sections. All red text should be replaced with project-specific information and the font color replaced with black text. Hyperlinks are annotated in purple underlined Arial text and can be accessed by following the on-screen instructions. To return to the original document after accessing a hyperlink, click on the back arrow in your browser’s toolbar. The “File Download” dialog box will open. Click on “Open” to return to this document. i Table of Contents 1. INTRODUCTION.............................................................................................................................. 1 1.1 PURPOSE ................................................................................................................................ 1 1.2 ORGANIZATIONAL CHANGE M ANAGEMENT PLANNING ............................................................... 1 1.3 PRINCIPLES OF ORGANIZATIONAL CHANGE M ANAGEMENT ........................................................ 1 1.4 TRANSLATING ORGANIZATIONAL CHANGE M ANAGEMENT PRINCIPLES INTO A STRUCTURED APPROACH ........................................................................................................................................ 2 1.5 REFERENCES ........................................................................................................................... 2 1.5.1 External References ......................................................................................................... 2 1.5.2 1.6 1.7 Project Centralized Repository Document ........................................................................ 3 GLOSSARY AND ACRONYMS ..................................................................................................... 3 DOCUMENT M AINTENANCE ....................................................................................................... 3 2. ORGANIZATIONAL CHANGE MANAGEMENT PARTICIPANTS ROLES AND RESPONSIBILITIES .............................................................................................................................. 3 2.1 ORGANIZATIONAL CHANGE M ANAGER ...................................................................................... 3 2.2 LEAD ORGANIZATIONAL CHANGE EVALUATOR .......................................................................... 4 2.3 ORGANIZATIONAL CHANGE M ANAGEMENT TEAM MEMBERS ...................................................... 4 2.4 CHANGE M ANAGEMENT STAKEHOLDER .................................................................................... 5 2.5 PROJECT TRAINING COORDINATOR – ....................................................................................... 5 2.6 DEPARTMENTAL ROLES ........................................................................................................... 5 3. ORGANIZATIONAL CHANGE MANAGEMENT SCOPE ............................................................... 5 3.1 COMMUNICATION/STAKEHOLDER OBJECTIVES .......................................................................... 6 4. ANALYSIS OF JOB/WORKFLOW IMPACT................................................................................... 7 5. MARKETING ORGANIZATIONAL CHANGE ................................................................................. 8 5.1 ENGAGING STAKEHOLDERS IN THE PROGRESS OF THE PROJECT ............................................... 9 5.2 METHODOLOGY AND TOOLS FOR COMMUNICATIONS .................................................................. 9 5.3 BUILDING ACCEPTANCE TO CHANGE ........................................................................................ 9 5.4 MONITORING THE EFFECTIVENESS OF THE CHANGE M ANAGEMENT PROGRAM .......................... 10 6. TRAINING AND KNOWLEDGE TRANSFER ............................................................................... 11 AN EFFECTIVE TRAINING PLAN SHOULD INCLUDE: .............................................................................. 11 6.1 KNOWLEDGE TRANSFER PLAN ................................................................................................ 11 ii Project Name: (Project Name) Project Number: (FSR Number) Criticality Rating: (Low, Medium, High) Organizational Change Management Plan 1. INTRODUCTION 1.1 Purpose The purpose of the Organizational Change Management Plan is to actively design, develop, and execute a strategy for preparing all employees for business, technical and cultural changes that occur as the result of project initiatives. Embracing and magnifying the positive aspects of change help employees align themselves with long term success in an organization’s newly defined “desired future state.” A well thought out and responsive Organizational Change Management Plan significantly mitigates business disruption and facilitates the time it takes to adopt change. Employees are better prepared for and involved in achieving and sustaining those changes. The greatest threat to successful organizational change management is the failure to address stakeholder concerns, provide good communications, and assure adequate training and staff acquisition planning in preparation of organizational change. Without this attention to detail, the results can lead to lack of acceptance of business process changes and poor end user performance. 1.2 Organizational Change Management Planning Organizational change management planning encompasses all the activities an organization needs to successfully accept and adopt new business models, strategies and the new technologies for supporting them. Understanding and effectively implementing change allows transformation of strategy, business process, technology, and people into achieving performance and enhancing continual improvement in a dynamically changing environment. A structured approach to organizational change management is critical for any project which brings about significant change. 1.3 Principles of Organizational Change Management A principled approach to communicating and implementing change fosters openness and trust which ultimately improves the project’s chances of success. Key underlying organizational change management principles are: • Committed project sponsorship – organizational change management objectives have the support and resources of key decision makers within the organization. • Effective project planning – planning is structured and methodical and all plans are agreed to with regard to organizational change management objectives, roles, and resources. • Measurable objectives – organizational change management objectives are realistic and measurable and progress toward their achievement is shared with all major stakeholders. 1 Project Name: (Project Name) Project Number: (FSR Number) Criticality Rating: (Low, Medium, High) Organizational Change Management Plan • Engaged stakeholders – project stakeholders are encouraged to openly participate in dialogue, with mutual respect, regarding organizational changes and their impacts. • Resources and support – organizational change management implementers and recipients receive the resources and support throughout the change process. 1.4 Translating Organizational Change Management Principles into a Structured Approach There are a number of elements when understood and adopted that can help communicate and gain acceptance of the need for complete and timely organizational change. These elements are: • Identify changes that will impact the organization and who will be impacted as a result of a project’s implementation. Explain why they are important and when they need to happen. • Garner support by bringing together Caltrans project and program decision makers, resource owners and stakeholders who will be impacted by change(s.) Ensure that changes and their impacts are properly understood by all and that there is a comprehensive marketing plan to address stakeholder concerns. • Put organizational change management goals in specific and defined terms for achieving desired outcomes. • Name individuals to specific activities and tasks, in specific and defined terms, making them responsible for organizational change management goals and desired outcomes. • Facilitate action by removing obstacles and listening for constructive feedback, recognizing and rewarding success. Build the structure and staff with the right skills to affect the change. • Identify and mitigate potential risks that accompany organizational change management. • Make the change(s) permanent by institutionalizing them. The change will eventually become part of the culture. 1.5 References 1.5.1 External References PMBOK Guide, 3rd Edition, Section 2.3 – Organizational Influences OCIO CA-PMM, Section 3.2 Organizational Change Management Plan 2 Project Name: (Project Name) Project Number: (FSR Number) Criticality Rating: (Low, Medium, High) Organizational Change Management Plan 1.5.2 Project Centralized Repository Document If applicable, indicate the name of the document management tool the project is using. If the project is not using a specific tool, list any relevant documents that can be used as references for this document and its corresponding location. A copy of all project management plans, control agency approval documents, and project status reports must be saved into the IT Project Management Office (PMO) centralized document repository. These files are located on the network in the directory N:\PMO_New. 1.6 Glossary and Acronyms List only glossary and acronyms that are applicable to this document. FAQs OCIO PMBOK PMO 1.7 Frequently Asked Questions Office of the Chief Information Officer Project Management Body of Knowledge Project Management Office Document Maintenance This document will be reviewed quarterly and updated as needed, as the project proceeds through each phase of the system development life cycle. If the document is written in an older format, the document should be revised into the latest PMO template format at the next quarterly review. This document contains a revision history log. When changes occur, the document’s revision history log will reflect an updated version number as well as the date, the owner making the change, and change description will be recorded in the revision history log of the document. 2. ORGANIZATIONAL CHANGE MANAGEMENT PARTICIPANTS ROLES AND RESPONSIBILITIES This section describes the roles and responsibilities of the staff with regard to the Organizational Change Management Plan. Note that these are roles, not positions or titles. One person may fulfill more than one role. There are various staff resources and stakeholders involved in managing project risks. In some cases, one individual may perform multiple roles in the process. 2.1 Organizational Change Manager - The Technical Lead will serve as the Organizational Change Manager/Coordinator for the project. Responsibilities include: • Developing/executing the Organizational Change Management Plan. 3 Project Name: (Project Name) Project Number: (FSR Number) Criticality Rating: (Low, Medium, High) • • • • • • 2.2 Monitoring the effectiveness of organizational change management activities and recommending actions to resolve issues. Coaching/mentoring Caltrans organizational change management staff in providing timely communication with project stakeholders. Serving as the single point of contact for organizational change management activities. Recording changes according to provisions of the Organizational Change Management Plan. Recording decisions on proposed changes. Ensuring that changes are incorporated into appropriate project documents. Lead Organizational Change Evaluator – The Project Manager will serve as the Lead Organizational Change Evaluator for the project. Responsibilities include: • • • • • • • 2.3 Organizational Change Management Plan Facilitating Caltrans organizational change management activities. Timely and adequate evaluation of organizational changes in terms of their impact on programs/projects. Outlining options and making recommended courses of action and priorities for changes. Delivering organizational change management communications and leading activities involving Caltrans executives and stakeholders. Tracking and facilitating timely decisions on changes. Ensuring appropriate levels of review and approval. Approving key communications. Organizational Change Management Team Members – Individuals may come from sources internal or external to the project. Responsibilities of Organizational Change Management Team Members include: • • • • • • • • • Identifying changes and their impacts, performing analysis functions such as planning for and assessing the impacts of change. Circumscribing and implementing change management activities Participating in evaluating proposed changes. Coaching and mentoring Caltrans staff in providing effective organizational change management. Monitoring the effectiveness of organizational change management activities and making recommendations to resolve issues. Acting as champions of change for their respective functional areas. Developing and scheduling outreach programs, workshops, systems demos, and town hall meetings. Documenting proposed changes, their impacts and resolution. Developing written communications materials – news letters, Web content, emails, posters, and leaflets. 4 Project Name: (Project Name) Project Number: (FSR Number) Criticality Rating: (Low, Medium, High) 2.4 Organizational Change Management Plan Change Management Stakeholder – Depending on significance of change, Change Decision Maker(s) may be the Project Manager, the Program Manager, the Project Sponsor and/or the Steering Committee, Responsibilities include: • • • 2.5 • • • • • • • 2.6 • • • Evaluating options and recommended courses of action for changes. Approving or rejecting organizational change actions. Proposing alternative courses of action for organizational change impacts. Project Training Coordinator – Responsibilities include: Participating in Job/Workflow impact analysis, assessing change impacts, and determining appropriate training solutions. Developing/implementing the Organizational Change Management Training Plan. Developing/implementing the project’s Knowledge Transfer Plan. Overseeing the development of “Lesson Plans” for all identified training and knowledge transfer needs. Establishing mechanisms for gathering information on training and knowledge transfer activities feed back. Participating in evaluating whether learning is taking place. Overseeing and assisting in documenting the results of training and knowledge transfer. Departmental Roles (Information Technology Governance Board, Program Managers) Advise Project Manager of proposed organizational change. Participate in evaluation of proposed organizational change. Assist in documenting proposed organizational change. 3. ORGANIZATIONAL CHANGE MANAGEMENT SCOPE One of the best ways to deal with organizational change is to identify and document its root causes and resulting impacts. Change from implementing a project can entail something as small as a field modification on an input screen or involve wide spread changes to data elements, applications, interfaces and systems. This is where the cause and impact of change is broken down. Goals and objectives from the project’s Feasibility Study Report (FSR) provide how change influences the organization at a high level and is a good place to start. The known drivers of change, the project’s business, functional, technical requirements, and their impacts become clearer and more specifically detailed as the project moves from the design phase to the development phase. The whole of organizational change is accreted until the project’s design is accepted and all design decisions made. It is only then that the full impact to the organization is known. The Organizational Change Manager, (Project Technical Lead) will identify and document the impacts of change to the organization due to the project’s implementation as well as work with affected functional organization 5 Project Name: (Project Name) Project Number: (FSR Number) Criticality Rating: (Low, Medium, High) Organizational Change Management Plan managers/stakeholders to create and implement an action plan for mitigating those impacts. Complete the table below: – Stakeholder – the individual or entity impacted – Awareness – the level of awareness the stakeholder has regarding the upcoming changes (High, Medium, Low) – Degree of Support – the degree to which the stakeholder is responding to requests for participation in the project (High, Medium, Low) – Influence – the level of influence the stakeholder has in the organization (High, Medium, Low) – Known Concerns – the concerns the stakeholder has regarding the upcoming changes – How change is Communicated – the way the stakeholder is contacted regarding upcoming changes – Proposed Actions – the actions that will prepare the stakeholder for upcoming changes Organizational Change Management Action Plan Stakeholder Name Awareness (H/M/L) Degree of Support Influence Known Concerns (H/M/L) How Change is Communicated Proposed Actions (H/M/L) 3.1 Communication/Stakeholder Objectives Change must be understood and managed in such a way that stakeholders can effectively cope with it. Constant and consistent communications with all organizational stakeholders helps to ensure that no significant change is overlooked or not responded to. Proactively understanding how certain stakeholders will be impacted by change and involving them in proposed outcomes helps reduce resistance to it. The greater the number of stakeholders who are “on board” with anticipated changes as communication allies equipped to socialize the benefits of change; the more likely it is that those changes will be accepted even by those who would otherwise resist them. 6 Project Name: (Project Name) Project Number: (FSR Number) Criticality Rating: (Low, Medium, High) Organizational Change Management Plan As organizational stakeholders look to see that their concerns and objectives are being met, the Organizational Change Manager needs to provide a more detailed stakeholder communications log. Maintaining a detailed stakeholder communications log enables the project manager and organizational change manager to document stakeholder contact, actions and manage stakeholder expectations. Over the course of the project dates and action items can be referred to for clarification and resolution. The log can be as simple as an Excel Spreadsheet or can be a variety of issue tracking and management software for more complex projects. At a minimum the log should: – Identify the stakeholder group, the individual or entity impacted. – Name the group’s representative. – Indicate the representative’s position and contact information. – Include the representative’s Division/Department. – Show the date communications took place. – Indicate how communications are conducted, e-mail, phone, in person. – List all known concerns and stakeholder objectives for each stakeholder/group. – List corresponding actions taken to address stakeholder concerns and objectives. – List relative follow-up actions or notes. Stakeholder Communications Log Stakeholder/Group Name Representative/ Division/Office Position and Contact Info Date/How Contacted Known Concerns Actions Taken Follow Up Actions Notes Overall project communication objectives are outlined in the Communication Plan. Project team members and stakeholders will be notified of changes as appropriate. 4. ANALYSIS OF JOB/WORKFLOW IMPACT Often organizational change impacts workflows and job compositions at the position level. A more common example would be the impacts technology imposes such as when old systems are replaced with newer ones that leverage automation. Job 7 Project Name: (Project Name) Project Number: (FSR Number) Criticality Rating: (Low, Medium, High) Organizational Change Management Plan classifications that contained manual work processes are no longer applicable or even become obsolete, in which case positions and job descriptions have to be reclassified and/or revised. The Organizational Change Manager must work with the project team and stakeholders to determine at the lowest level of detail impacts to jobs. The job/workflow impact analysis is a useful tool in identifying which jobs in the organization will be impacted and what planning will become necessary to revise processes, jobs, and re-train staff. Job/workflow impact analysis should: – Identify the stakeholder group, the individual or entity impacted. – Indicate the person’s name, position and contact information. – Identify the new or revised position or workflow task. – Show the skill(s) required for successfully completing the task. – Indicate if the person possesses the skill necessary to complete the task or if the task requires new skills that the organization does not currently possess. – List the type of training required if re-training or knowledge transfer is an option. Job/Workflow Impact Analysis Worksheet Stakeholder/Group Name Name of Employee Impacted Position and Contact Info New or Revised Position/Workflow Task Skill(s) Required Skill(s) Exists Follow Up Actions Notes 5. MARKETING ORGANIZATIONAL CHANGE A great deal or time, effort and money are invested when major changes to an organization are attempted. Sometimes it is automatically assumed that the changes will be accepted by those impacted or that information regarding change would be given on a “need-to-know” basis. Receptiveness to organizational change is required to keep pace with evolving technologies, and shifting global economic uncertainties. Marketing these changes correctly is integral to the project’s organizational change management plan. Project marketing activities are specifically designed to reach out to stakeholders, users and groups who are impacted by change to: 8 Project Name: (Project Name) Project Number: (FSR Number) Criticality Rating: (Low, Medium, High) Organizational Change Management Plan – Provide insight into how application components and new business processes will come together to define the organization’s future state. – Explain the benefits of implementing . – Indicate how the project will actively disseminate factual information about project goals, status and organizational-wide impacts of . – Show how enthusiasm for promoting “buy in” of will be generated and achieved. 5.1 Engaging Stakeholders in the Progress of the Project Steps Include: • • • • • Developing a communication strategy tailored to targeted user and stakeholder groups. Creating a unique project identity; project name, logos, themes for correspondence; essentially project/product branding. Building a project image as being a catalyst for positive improvements. Establishing a point of contact for communications and elevating issues and concerns. Talking up the changes and their benefits, enlisting sympathetic stakeholder support. Methodology and Tools for Communications 5.2 Methods and tools for communications include: • • • • • Developing a project website and providing a list of Frequently Asked Questions (FAQs) Using focus groups to move through the organization, explaining project objectives, resulting changes and impacts to lessen user and stakeholder anxiety about changes to come. Providing formal presentations and informal sessions to share information and manage stakeholder expectations. Creating and maintaining a project newsletter, bulletin boards, displays, memos and other low cost ways of communicating change information. System Walkthroughs that focus on new business processes, applications and features that reduce or streamline work tasks. Building Acceptance to Change 5.3 Techniques and tools for building acceptance to change include: • • Enlisting the support of project champions and stakeholders that are most accepting of the changes to come. Using the power of the organization through memos, newsletters, e-mails, individual discussions, presentations to “advertise” the importance and benefits of upcoming change. 9 Project Name: (Project Name) Project Number: (FSR Number) Criticality Rating: (Low, Medium, High) • • • • Organizational Change Management Plan Offering employees concrete incentives to help ensure their cooperation. Giving resistance leaders prominent positions or roles in the organizational change management program. Using coercion and punishment of people who resist change. Work them twice as hard for a reward of a 15% pay cut. Offering employees, users and stakeholders training and adequate knowledge transfer/skills development. – Explain how the will plan for and build acceptance to change. – Indicate how the project will actively disseminate factual information about project goals, status and organizational-wide impacts of . – Show how enthusiasm for promoting “buy in” of will be generated and achieved. Monitoring the Effectiveness of the Change Management Program 5.4 Periodically, the organizational change manager and the lead organizational change evaluator monitor the effectiveness of the organizational change management program. Assessments are conducted to confirm progress toward achieving readiness to implement the project and to identify specific areas where a more concerted effort is required to successfully make change occur. There are a number of elements that can be employed to assess change readiness, including: • • • • • • Change management readiness surveys used to determine if the purpose of the project is understood and if stakeholders believe the project is necessary to achieve improvements as well as whether or not it will be successful. Completion of training sessions and employee skill assessment evaluations Resolution of key differences between “as-is,” and “to-be,” business processes. Evaluations used to measure stakeholder knowledge and understanding of project changes and benefits. Training and training evaluations User and stakeholder attitudes, commitment to change and skill development. – Identify what metrics the will use to monitor the effectiveness of its organizational change management program. Indicate how the project will actively disseminate factual information about project goals, status and organizational-wide impacts of . – Indicate how training/training evaluations will be used to confirm progress toward achieving the effectiveness of the organizational change. – Show how assessments will be used to determine when the project is ready to implement. 10 Project Name: (Project Name) Project Number: (FSR Number) Criticality Rating: (Low, Medium, High) 6. Organizational Change Management Plan TRAINING AND KNOWLEDGE TRANSFER An indispensable tool for Caltrans key managers and change leadership is training. It is important to note that for any change initiative the objective of training has a two-fold focus. First, the project must plan for hands-on sessions to educate those who will lead and assist in integrating organizational change. These sessions should cover how change will be initiated, communicated, implemented, and managed. The sessions should also provide insight into what challenges the change management leadership and team can expect to encounter as the project moves through its full lifecycle. The second training focus is centered on Caltrans functional organizations that will be impacted as a result of project objectives. The project change leadership and team will work with Caltrans management and staff on an individual basis to create and execute training plans that address and resolve organizational change management impacts. An effective training plan should include: • • • • • • A detailed training needs assessment identifying all required changes, the training needed to meet those requirements, and who will be trained. A training curriculum and content that is developed based upon the needs assessment. Training documentation requirements and the development of training materials. Training facility requirements, venue, and scheduling. Assessment of the training’s effectiveness Post training support and follow-up. Note, the subject of training is presented in more detail in the Project Training Plan Template. (Link to the Project Training Plan) 6.1 Knowledge Transfer Plan Knowledge is an important organizational asset. It is the acquisition of specialized skills, processes, unique abilities and experiences by staff; developed over time. Knowledge and knowledge transfer is influenced by an organization’s common culture, policies, goals and objectives, standards, use of tools, communications, collaborative efforts, infrastructure, and shared belief systems. Knowledge transfer is the process for communicating specialized knowledge created, developed or adopted by individuals in one part of the organization to another part. Successfully accomplishing knowledge transfer can be complicated by such things as the inability to identify and articulate intuitive competencies, language barriers, culture, union/management relations, motivational problems, incentives, areas of expertise or lack of expertise just to name a few. A knowledge transfer plan can help organizational change management leadership and staff effectively transition knowledge elements crucial to business continuity and success. Complete the Knowledge Transfer Plan for . 11 Project Name: (Project Name) Project Number: (FSR Number) Criticality Rating: (Low, Medium, High) Organizational Change Management Plan Project Number 2660-XXX Knowledge Transfer Plan Name Role (Employee’s Name) Role Description (Role Title) Key Competencies and Required Skills for the Role (Enter Role Description) Existing Skill Yes New Required Knowledge, Skill or Competency No Target Date: (Enter Planned Date for Acquiring Knowledge, Skill or Competency) Achieved Date: (Enter Actual Date Knowledge, Skill or Competency was Acquired) Status In process Caltrans Manager Verification Yes No Complete Knowledge Transfer Method Training: Mentorship: Required Training Courses Mentor Assigned (Individual’s Name) (Enter Required Training) (Describe how mentoring was done to ensure competency) Self Study/Documents Review On-the-Job Sessions (Enter Documents Reviewed) (Enter Content of Each Session and Dates Each Session was Completed) 12 Project Name: (Project Name) Project Number: (FSR Number) Criticality Rating: (Low, Medium, High) Organizational Change Management Plan (Enter Date) Draft Final Is This a Formal Contract Deliverable? Comments (Enter Any Comments) Yes No Signatures Below Indicate Approval of the Attached Document Name (Enter Approver’s Name Project Role (Designated Role) Organization (Sponsoring Organization) Signature: ___________________________ Date: _____________ Name Functional Project Manager Functional Project Manager’s Organization (Organization Name) Signature: ___________________________ Date: _____________ Name Technical Project Manager Caltrans IT, Project Management Office (Organization Name) Signature: ___________________________ Date: _____________ 13 Running head: NIKE OUTLINE AND ANNOTATED BIBLIOGRAPHY Nike Outline and Annotated Bibliography I. Introduction II. Organization background in change management A. Change in management B. Corporate social responsibility III. Strategic renewal as a drive for change A. Managing transformation B. Organizational alignment C. Enforcing new behaviors IV. Organization turnaround A. Aspects of change B. Corporate social responsibility C. Organization management V. Focus on employees A. Working conditions B. Motivation C. Organizational culture and its role in change management D. Employee response to change VI. Triggers of change efforts A. New leadership B. Increase in profits VII. The role of globalization at Nike VIII. Conclusion 1 NIKE OUTLINE AND ANNOTATED BIBLIOGRAPHY Annotated Bibliography Aziz, E., & Curlee, W. (2017). How successful organizations implement change: Integrating organizational change management and project management to deliver strategic value (1st ed.). Newton Square, PA: Project Management Institute. Croitor, D. (2017, July 14). Nike’s 11 management maxims via Phil Knight [Video File]. Retrieved from https://www.youtube.com/watch?v=DiRml0uRnrg Distelhorst, G., Hainmueller, J., & Locke, R. (2016). Does lean improve labor standards? management and social performance in the Nike supply chain. Management Science, 63(3), 707-728. doi: 10.1287/mnsc.2015.2369 Shweta, M. (2014). Corporate responsibility for sustainability in post-globalization: The Nike Inc. lesson. International Journal of Management, IT and Engineering, 4(10), 501-513. 2
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Running head: EVALUATION OF NIKE STRATEGIC CHANGE MANAGEMENT

Evaluation of Nike Strategic Change Management Plan
Name
Institution

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EVALUATION OF NIKE STRATEGIC CHANGE MANAGEMENT

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Evaluation of Nike Strategic Change Management Plan
Nike is a U.S-based multinational company that deals in footwear, sports equipment,
apparel, accessories, and services. The company is a sports-wear manufacturing giant, and it
designs, develops, manufactures, and sells the named products and services around the world.
The company does most of its manufacturing overseas in countries mostly based in South-East
Asia such as Sri Lanka. The manufacturing of the products is thus anticipated to be cheap owing
to the low wages provided in such countries and also the limited regulations (Newell, 2015).
Therefore, the company has been benefiting from the advantages of manufacturing products
overseas as opposed to producing locally. The company, in the 1980s and 90s, was faced with a
lot of accusations and controversy regarding the practices in most of the factories whereby it was
accused of sweatshops and the lack of focus on employees. Nike, however, managed to turn
around its reputation and is now one of the most considerate company when it comes to
employee issues and also a leading CSR company.
The strategic change management used by Nike is necessary to review as one means of
understanding how to manage strategic change plans and also criticize the steps taken by the
company to implement strategic change. That way, this paper focuses on the company’s ongoing
effort which was initiated by its CEO Phil Knight in 1998 (Shweta, 2014). This process involves
the change in the management, the structure of the company, and even the policies that later
allowed favorable working conditions and implemented CSR. The audience for this paper is the
management of the organization and any person interested in the management of multinational
companies. As such, the paper seeks to provide an informed insight on what Nike carried out,
how it worked (or failed), and whether it was effective and efficient for the strategic
management.

EVALUATION OF NIKE STRATEGIC CHANGE MANAGEMENT

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Organization Background in Change Management
Change is inevitable, and as such, any progressive organization has a background in
change management. The reason why the organization needs to manage change is the fact that an
organization needs to assess the direction it takes in effecting change. Therefore, Nike has
effected change in the past and it has mainly involved the change in its vision and mission. The
primary focus of the company, like many other multinational giants, was to change from
becoming a top-notch company to sustaining its position as a topnotch company. Therefore, the
company adopted strategic visioning. Strategic visioning is a method of implementing change
that invites the formulation of mission and vision statements that resonate with the future goals
of the organization. For instance, Nike’s CSR vision statement is “to help NIKE, Inc. and our
consumers thrive in a sustainable economy where people, profit and planet are in balance”
(Smithson, 2017). This vision was designed as an ongoing effort to focus on sustainability and
corporate social responsibility.
Corporate Social Responsibility
The main focus of this paper is the corporate social responsibility (CSR) that the
company has adopted over the years. CSR remains one of the most visible changes that the
company has implemented in the strategic plan management. CSR efforts in Nike have been
focused on the presentation of safe working environment for its factory workers, improving the
wages for the employees, giving back to the community, and addressing contagious issues that
the society faces. That way, through the leadership of Phil Knight, the strategic change plan
initiated in 1998 focused on changing the company’s reputation through improving the working
conditions and implementing policies that sustain CSR in its worldwide reach (Newell, 2015).
Change in Management

EVALUATION OF NIKE STRATEGIC CHANGE MANAGEMENT

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The management of Nike Inc. has been changing with time. The reasons for these
changes are varied but most notable are the changes in the organization structure and also the
recognition of efforts by various managers in the organization. The latest management change
was in 2016 when the president and CEO, Mike Parker announced the shift in management
positions (Croitor, 2017). The strategic change management was aimed at accommodating
growth whereby various people were promoted or given extra responsibilities. This shows the
typical change management in the organization as viewed over the years.
Strategic Renewal as a Drive for Change
Nike has been faulted for waiting until the alarm was raised regarding the unfair
treatment of employees and mostly the factory workers. However, one point it scores in this
critique is the company’s ability to realize the need for renewal and implementing it to effect
change in the organization. A humbled Phil Knight who was then the CEO of the company gave
a speech in 1998 acknowledging that Nike “has become synonymous with slave wages, forced
overtime, and arbitrary abuse” (Croitor, 2017). This statement and speech announced the
acceptance of responsibility for the failures that the company had faced and the misfortunes it
had brought to the employees. This speech by Knight thus marked a crucial announcement of the
strategic renewal of the organization to change from the condemned ways and into a company
that considers CSR and employee issues as central to its operations.
Strategic renewal as the drive for change can be simply defined as the focus on the
process of change. When effecting change, strategic renewal means an adoption of policies and
structures that discard an old system of operations and welcomes a new one that allows the
implementation of change efforts. Nike started its renewal by focusing on CSR and appropriating
funds towards the implementation of CSR efforts (Enrhardt, 2015). That way, the company

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seemed to turn around and adopt what many critiques had suggested before. The main issue in
the strategic renewal effort was the focus on owning up to the company mistakes. Phil Knight
and Nike, in general, performed exemplary in change management by first identifying and
singling out the problem in the company. Public acceptance of the company mistakes and then
spelling the way forward was ingenious since the strategic renewal begins with the identification
of the problem and then drafting a means of renewing the organization efforts as a means of
enforcing new behaviors.
Organization Turnaround
The organizational turnaround at Nike was pretty much marked by the strategic renewal
through the acknowledgment of the wrongs that the management was committing and launching
efforts to change the culture of the organization. Knight’s speech marked a change from Nike’s
defensive stance to the admission that labor violations did occur in the third world countries. The
first step and one which earns the company a lot of respect is the establishment of a corporate
social responsibility department in 1998 (Dabas and Sternquist, 2016). This move was a means
of acknowledging that responsibility went beyond compliance and was an aspect of business
needing management like any other.
Aspects of Change
The change efforts in Nike were characterized by several aspects. The first is the issues
that faced the company. The issues that needed change were the CSR efforts, sustainability,
working conditions, and climate change efforts to conserve the environment. Second is the
strategies laid down by the organization. According to Distelhorst et al. (2016), the setting up of
a CSR department was one of the biggest steps towards the change management. Another effort
was the publication of CSR reports in 2005 that detailed all its factories and conditions (Lu et al.,

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2017). The presentation of CSR reports has risen to what has now come to be commonly known
as self-reporting whereby some industries have made it mandatory for companies to provide
comprehensive reports on their CSR efforts.
Another aspect of change visible in the strategic management at the organization was the
management and leadership of the organization. The change was spearheaded by Phil Knight.
However, the company failed to provide leadership that would spearhead the change process.
According to (Dabas and Sternquist, 2016), an effective strategic change management requires
the presentation of an elaborate team that spearheads the process and whose primary function is
to oversee the implementation of change. This failure probably explains the slow change process
since as of the 2015 CSR report, several factories had not fully implemented the effective change
efforts regarding employee working conditions and payment (Smithson, 2017).
Corporate Social Responsibility
Central to the strategic change management at Nike was the CSR efforts that were
implemented in the company and became the identifier of the business in the industry. According
to Smithson (2017), CSR can be defined as an aspect of a business model that involves selfregulation and the management of the responsibilities of the company beyond compliance levels.
This step is, therefore, aimed at selling the company image and painting a positive picture of it
on the market. CSR is the genuine effort by any company to provide services to the community
that focus on sustainability and the preservation of the environment as well as taking care of the
communal social well-being.
The demonstration of transparency and publication of its reports annually is one of the
most effective steps the company took. It allowed the public to look into its operations and
understand the processes and how they were considerate of the public welfare. Second, the

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organization has coerced all its factory owners to implement sustainable goals through providing
proper wages and working conditions for the employees. Further, the company set specific goals
to implement lean supply chains as a part of the ongoing efforts to reduce waste. CSR has been
central to the company, and it has launched projects focusing on empowering talent and
promoting equality in the society (Lu et al., 2017). That way, in the CSR category of strategic
change management, the company has succeeded in turning around its reputation and image at
large.
Organization Management
Another crucial element in the turnaround is the management of the organization. The
management is responsible for all efforts towards the strategic change. That way, management
values are central to the change process. In Nike, the management of the organization was
immersed in the strategic change management from CEO to the middle managers and the lower
level management. Therefore, according to Enrhardt (2015), what made the strategic change
successful was the focus on management in all levels and shuffling the management to suit their
abilities.
For instance, in 2016, Michael Spillane who was then the vice president and general
manager footwear was put in charge of Product and Merchandising, a position that had been
previously occupied by Jeanne Jackson. Jackson was given an advisory role to work directly
with Spillane (Smithson, 2017). This move can be seen as one of the management decisions to
empower Spillane who is a renowned strategist when it comes to lean supply chains. That way, it
is apparent that the strategic change management in the organization was hooked on the need to
place the correct managers in place to spearhead and oversee change management plans.
Focus on Employees

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In the midst of all the strategic change management was the need to focus on employee
issues. As such, the strategic change that Nike implemented was based on several employee
issues.
Working Conditions
The issue of working conditions was considered in the factories whereby Nike products
were manufactured. As of 2005, the organization employed over 650,000 contract workers
across the world and mostly in Asian countries such as China, Sri Lanka, and Vietnam. In the
same report that the company listed abuses in the factories, it also released a full list of its
factories which were 77 worldwide (Dabas and Sternquist, 2016). The poor working conditions
involved poor wages, long working hours, and poo...


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