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A Comprehensive Analysis and Recommendations for Change Management Practices at Born Good

I. Introduction

This report specifically focuses on the identified employer firm, Born Good (formerly Re-Buyer), by illustrating a precise analysis of the operational change initiatives and contemporary applications of practices and behaviours for change management. Born Good reclaims redundant equipment from large organisations, containing the process of the equipment securely, and then either recycles it or sells it through a range of channels. Born Chief Executive Simon Howerton leads well. The organization has significantly changed by adopting rebranding and new systems like Customer Relationship Marketing, pointing out the commitment to adaptability and continuous improvement. Modern change management behaviours and practices significantly ensure that organizations remain agile and sustainable and navigate the complicated business environment (Porath, 2023). Under the framework of Born Good, mindfulness and the application of this practice aid in optimizing impact for change initiatives, addressing internal and external triggers, and creating a culture of continuous improvement. The prime concern of this report is to assess and compare the operational application by Born Good of contemporary practices and behaviours in style change against the pertinent models, concepts, or frameworks studied during the module.

II. Operational Change Initiatives

Born Good, originally named Re-Buyer, shall strategically adopt two central operational change initiates to solve the respective challenges and leverage the respective opportunities while remaining committed to its sustainability-driven, customer-centric practices. Two initiatives would put Born Good in good stead as a dynamic and adaptive player in the industry, viz., adopting new systems (ERP and CRM) and expanding services, including comprehensive hardware estate management. Indeed, the organization’s approach to implementing Enterprise Resource Planning (ERP) and Customer Relationship Management (CRM) is the one that opts for better management within them. The system concerning ERP encompasses internal processes into a real-time activity that starts from recruitment to delivery of the product in less than 12 months. Against the business set against by COVID-19, this initiative is a response to the situation that guarantees the operational resilience of Born Good during lockdowns and remote work.

Born Good will effectively manage the business processes and keep ISO compliant with the new ERP system to ensure everything runs smoothly (Draheim, 2010). Again, integrating the different functions enhances coordination, data visibility, and making the correct decisions. This operational change initiative is not merely a technology upgrade but stands strategically behind adaptability and resilience in facing external disruptions. The CRM system deployment becomes equal to Born Good’s promise to customer-oriented practices simultaneously. By leveraging technology, particularly applications like HubSpot, the institution aims to gain more insight into customers’ behaviours while improving its marketing efforts and relationships (Quach et al., 2020). Born Good eventually aligns its operational infrastructure to such core values as never-ending improvement, adaptability and customer satisfaction through adopting these systems.

III. Analyze, Diagnose, and Justify the Need for Change

PEST Analysis

Factor Description
Political The COVID-19 pandemic has been a significant political disruptor, impacting Born Good’s business model. Political events, such as the Russia-Ukraine war, can influence market dynamics.
Economic Economic downturn and lockdowns during the pandemic prompted Born Good to reassess operational strategies.
Social Changing consumer behaviours driven by sustainability awareness prompted Born Good to expand services for a more environmentally conscious approach to IT equipment management.
Technological Advancements in ERP and CRM systems presented an opportunity for Born Good to modernize operations and adapt to the changing IT landscape.

Technological advancements, especially in ERP and CRM systems, allowed Born Good to revamp its operations to tune with a fast-transforming IT environment. Prompted by this change in consumer behaviours but equally focused on the social side, the organization expanded its service offerings, recognizing that thinking holistically is best for sustainable and environmentally-conscious IT equipment management.

SWOT Analysis

Factor Description
Strengths Born Good excels in IT equipment management and demonstrates a commitment to sustainability.
Weaknesses Reliance on physical collection methods became a weakness during the pandemic.
Opportunities Potential opportunities lie in leveraging ERP and CRM systems for operational efficiency and meeting the growing demand for comprehensive hardware estate management services.
Threats Threats include the impact of geopolitical events (e.g., the Russia-Ukraine war) on market dynamics and challenges in the IT cycling market, such as income variability and fluctuating prices.

From the SWOT analysis undertaken, the strengths of Born Good were identified in IT equipment management and commitment to sustainability. However, weaknesses were also apparent with a reliance on physical collection methods, particularly during the pandemic. These opportunities were presented as the possibilities embodied in the improvements that ERP and CRM systems could facilitate to operational efficiency and a growing demand for wide-ranging hardware estate management services. These ranged from threats about the effect of geopolitics like the Russia-Ukraine war on the market dynamics to challenges in the IT cycling business related to fluctuating incomes and price variations.

Internal and External Triggers for Change

Born Good’s internal triggers for change were driven by more than just the realization of inefficiencies in existing processes. Due to the pandemic, lockdowns brought limitations offered by traditional collection methods to the fore and transported the organization into looking for innovative solutions. Internal triggers also included the need to optimize operations, improve service quality, and for into the sing demand for environmentally friendly management of IT equipment. External triggers, notably the COVID-19 pandemic, featured as a key trigger that compelled Born Good to re-evaluate its operational approaches. This followed the realization that there is a need for a more agile and adaptable business model, which resulted from external triggers such as the pandemic. Geopolitical events, among them Brexit, also came in handy to create market dynamics, which accelerated the changes.

Justification for the Need for Change Based on Analysis

The analysis and diagnosis phase of Born Good clearly shows justification for change. The organization in question faced several external and internal factors, solidly warranting a strategic re-evaluation of how its modes of operation were being carried out. Technological developments in the market exposed the present limits and opportunities of such changes, which underweight showed the need for race change. Implementing the ERP and CRM systems also responds to the need to enhance operational efficiencies, especially under remote workforces and pandemic-related challenges. Here, Born Good displays its strategic response to the market’s demands and sustainability by broadening the portfolio of services with comprehensive hardware estate management. With these factors, including financial issues and geopolitical impacts, acting as determinants, the barriers mentioned above outline further critical requirements for Born Good to adapt to a rapid change in the business environment.

IV. Change Readiness Will Be Achieved

Change readiness is one of the main success factors that must be considered in any transformation of an organization. In their ERP and CRM systems implementation and wider product range, Born Good considers how best the change readiness will be achieved. This includes setting up the organizational systems and processes and managing the human side of change, including creating readiness and overcoming resistance. The approach chosen as per the put change readiness into action aligns towards the development and developmental, organizational development (OD) perspective. Implementing new systems and developing services would be a complex task that needs to be accomplished with attention paid to understanding culture, employee mindset, and the environmental ecosystem that Born Good functions within (Koskela et al.,2021). In the developmental approach, change is acknowledged as a continuous dynamic process, meaning there should be continuous learning and adaptation.

Setting the organisation’s readiness needs to develop a culture that strives for learning, openness, and collaboration (Jamali et al., 2006). Born Good should invest in communication strategies to articulate the benefits of these change initiatives, highlighting how the ERP and CRM systems will enhance efficiency and how the new comprehensive hardware estate management service will fit into market trends and client needs. Not only from the top leadership themselves but also through feedback mechanisms to ensure a two-way dialogue, which generated a feeling of involvement and ownership amongst the employees. Overcoming resistance is an inevitable part of overcoming change and one that Born Good should proactively address the potential sources of resistance. This includes addressing concerns related to changes in job roles, providing adequate training and support, and involving employees in the decision-making process where feasible (Hon, Bloom and Crant, 2014). The organization can draw on the insights from the podcasts, highlighting the significance of empowerment, trust, and clear communication in managing change effectively.

V. Approach to Change

Born Good must embrace a combined approach to change management in its pursuit of operational excellence and strategic growth. The hybrid approach combines elements of both economic (rational, planned) and emergent approaches. It reflects the recognition that businesses operate in a dynamic environment that requires them to be flexible yet structured in their responses. The adoption of ERP and CRM systems personifies the economic part. Born Good ought to consider and arrange the adoption of these systems to fit its current needs, enhance efficiency, or follow industry norms (Rocha-Lona et al., 2013). However, this approach involves a conscious plan for change; decisions are made based on careful consideration of internal and external factors. The rationale seems quite reasonable! As a general instrument for all business functions, the ERP system represents just that rational and planned part of change. It requires careful planning, resource allocation and a gradual take-off to avoid life disruption (Sun et al. 2015). Likewise, the implementation of CRM is in line with the organization’s strategic plans for enhancing customer relationship management. It uses technology to pinpoint customers and communicate effectively.

Comprehensive hardware estate management is the emergent element of Little Good’s change approach. This development aspect is more organic and proactive, where the firm can be responsive to changing opportunities and challenges (Child 2015). The need for more spacious premises, combined with the organization’s growth curve and increased demand, has led us to offer a complete hardware estate manager service. The developmental change shifts slowly with evolution in response to market-side changes and client requirements (Mendes, Loakimidis & Ferrao 2011). A pre-defined plan only partially drives the expansion. However, it results from Born Good’s ability to recognize and capitalize on emerging opportunities in the IT equipment lifecycle management market.

However, the hybrid model lets Born Good reconcile the need for strategic planning with flexibility in changing circumstances. Although adopting the ERP and CRM systems requires planning, they concur with the developmental aspect of change (McGaughey and Gunasekaran, 2017) while expanding their services in response to changes in IT equipment markets. This hybrid approach suits Born Good’s philosophy of continuous improvement and flexibility. It realizes the value of long-term planning but recognizes that not all changes can be foreseen. This approach puts Born Good in a position to deal with the complicated nature of business, taking advantage of both planned and emergent change strategies. Its objectives are achieved through integrated planning. With this hybrid approach, Born Good will continue demonstrating agility and innovation in a rapidly changing business world.

VI. Discuss and Justify an Applied ‘Change Plan and Interventions’

However, operational excellence realized through implementing ERP and CRM systems and strategic expansion into total hardware estate management services required a carefully thought out change plan coupled with properly targeted interventions. Therefore, the change plan is of a hybrid type that combines economic rationality with emergent strategies. This allows systems to be implemented in stages while maintaining flexibility for adaptation when services from the organization are changing rapidly. Among these steps in implementing the change plan is a complete communication strategy designed to let all stakeholders know what this ERP and CRM implementation will mean for them. Good communication eliminates uncertainties and creates a sense of shared ownership. All parties (Li et al., 2021) Meanwhile, training courses will be provided to imbue employees with the requisite capabilities. These sessions will focus on how they can positively impact daily workflows and emphasize organisational benefits. They will cover possible concerns as well.

The change plan stresses cross-functional collaboration so ERP and CRM can smoothly integrate into daily operations. Departments will be encouraged to work together, breaking down departmental silos and creating a spirit of sharing knowledge. To face difficulties quickly, with techniques informed by different perspectives providing ceaseless improvement and gradual refinement of processes (Billington & Davidson 2013). Moreover, the plan includes top leadership alignment and active support as well. The early involvement of leaders will ensure that the change vision is understood and endorsed. These leaders will become the change agents inside their teams, creatively spreading news of the benefits for team members and building a sense of ownership and responsibility.

Acknowledging that ERP and CRM implementations are complex, the change plan employs pilot programs to pinpoint and resolve operational problems before a large-scale rollout. This step-by-step approach requires continual user feedback to refine and perfect both systems. The iterative implementation process allows the organization to stay on top of ever-changing requirements and exploit emerging opportunities. Moreover, to maximize the effect of the change plan, we will set up a Change Champions Network (Alshaikh, 2020). Made up of people from different departments, this network will be advocates for the new systems and services. Peer support Change champions will be very important in providing the needed peer support, sharing success stories and helping people solve their concerns within teams. They will encourage a healthy change culture throughout the organization as well.

VII. Change Plan and Interventions

Born Good’s change efforts, including implementing ERP and CRM systems providing complete hardware estate management services, will only be successful if the entire effort is properly planned and supported by appropriate follow-up interventions. Combining economic rationality with emergent strategies, the hybrid approach provides a sophisticated means to identify what is unique in each initiative and how best it can be realized. The attached appendices contain a concrete action plan for implementing the identified interventions. One Salty Paw; Two Salty Instruction: Communication and training become the two most important components. There is a structured plan for disseminating information about ERP and CRM systems to members of staff that has been formulated according to their needs. This also means relevant messages about the benefits of these new systems, dispelling any misconceptions and actively rebutting people’s concerns. These training sessions give employees the right skills to feel confident journeying into this new technological terrain.

Silos are broken down, and communication channels are encouraged by drives to remove barriers across functions (Mohamed et al., 2014). This intervention aims to enable ERP and CRM systems to flow smoothly from one departmental work unit into another, creating a multi-faceted working atmosphere where change becomes possible. This is essential. The plan specifies actions to get senior leadership involved in promoting the change vision and prioritizing its implementation. Team leaders become key players in convincing their teams to adopt new systems. The action plan also incorporates pilot programs and feedback loops to roll out ERP and CRM systems gradually (Ngala 2023). It allows for quick identification of problems in operations and effective feedback from end users as well, making it possible for rapid adjustments to be made. The change champions network is established to serve as advocates for the new systems, focusing on providing peer support, sharing success stories, and addressing concerns at the grassroots level.

The hybrid nature of the change plan allows for flexibility in implementing interventions that align with the distinct characteristics of each change initiative. For the ERP and CRM implementations, the emphasis is on structured training and communication, in line with the economic rationality of planned change (Nyagah, 2006). In contrast, expanding services to include hardware estate management requires a more adaptive and organic approach, promoting continuous learning and collaboration.

VIII. Approaches to Managing Change Resistance

Resistance to change is a common problem encountered in organizational transitions, and it has to be handled properly if any transition initiative is to succeed. Because Born Good has chosen to use ERP and CRM systems in its expansion, it must actively counteract resistance and ensure implementation can run smoothly, and benefits are sustainable. There is a method of handling resistance to change through open communication and transparent dialogue. For example, by establishing forums where employees can freely share their grievances (as well as questions), the company can reduce misconceptions and allay fears surrounding new systems or services. The idea is consistent with the change readiness principles, which stress employees ‘involvement in a group-wide transformation process.

One effective strategy is to provide intensive training and guidance. Employees may resist change because they need help understanding the new system or fear being incompetent (Bradutanu, 2015). Born Good can address this problem by providing thorough training programs, various resources and support channels; they must also provide a user-friendly environment for the new systems. Giving employees the required skills and knowledge boosts confidence and decreases resistance. Also, allowing employees to participate in decision-making is a good way to handle resistance. By soliciting feedback, accepting input on specific elements of the change, and encouraging employee suggestions during implementation, Born Good creates a sense of ownership and control (Lengnick-Hall et al., 2011). This participatory spirit is consistent with the philosophy of overcoming opposition by participation and involvement.

Managing change resistance is a matter of ethics, above all. Fairness: The change process must respect employees’ feelings. The following are possible ways to address ethical concerns: making reasons for change visible, mitigating negative effects on employees and being proactive in creating a good work atmosphere during this period. (Collier and Esteban, 2007) In addition, stressing the advantages of the change can help shift employees ‘attitudes. Born Good must explain how the new systems and services contribute to its success, employment stability and individual growth opportunities. By focusing on the benefits of such change, the organization can help create a picture that employees will welcome rather than struggle against.


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Appendices: Action Plan

Action Plan Table for Born Good

This action plan table provides a framework for the short-, medium-, and long-term activities that Born Good should undertake to ensure its change initiatives’ successful implementation and sustainability.

Action Item Timeline Responsible Party Resources Needed Progress Measurement
Short-Term Actions
Communication Strategy Rollout 1-3 months Change Management Team Communication tools, channels Feedback collection, Employee engagement
Initial Training Sessions for ERP and CRM 2-4 months HR and IT Departments Training materials, trainers Employee competency assessments
Establish Change Champions Network 3-6 months Change Management Team Recognition programs, communication channels Network engagement, Success stories
Pilot Program for ERP System 4-6 months Operations and IT Departments Test environment, user feedback mechanisms Operational efficiency metrics
Medium-Term Actions
Full Implementation of ERP and CRM Systems 6-12 months IT and Operations Departments Technical support, training programs System integration, User Feedback
Comprehensive Training Program Completion 6-12 months HR Department Ongoing training modules Competency assessments, Employee feedback
Cross-Functional Collaboration Initiatives 6-12 months Department Heads, Change Management Team Collaboration tools, periodic meetings Collaboration metrics, Project outcomes
Change Progress Reviews 6-12 months Change Management Team Review meetings, feedback mechanisms KPIs, Employee surveys
Long-Term Actions
Continuous Learning Programs Ongoing HR Department Learning resources, periodic workshops Participation rates, Skill development
Ongoing Communication Channels Ongoing Change Management Team Communication platforms Employee feedback, Communication effectiveness
Sustainability Assessments Annually Change Management Team Evaluation tools Long-term impact assessment, Continuous improvement
Ethical and Sustainable Practices Integration Ongoing Leadership and HR Training programs, ethical guidelines Employee feedback, Compliance checks



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