Significant organizational change experience
With the continuously growing technological and technological field, we have been able to embrace it and even implement it in different areas. It has enabled the digitalization of many processes, making storing and retrieving data in the company setting easy (Kraus et al., 2022). It has streamlined most of the work as there is minimal time spent retrieving data at any given point and minimal chances of loss. The company activities have also been made quick due to the adoption of a network system where different departments can communicate instantly whenever needed.
Evaluation of the change initiative and the resulting impact
The adoption of technology came in as a challenge to effectively and adequately meet the population’s changing needs. While looking at different stakeholders in the company, the latter tagged along many different impacts on different teams. Starting with the administration, it came in as a positive change in that they could now effectively carry on with their managerial roles. Their aim was also to get most of the work done in a short time, which was possible in the long run. It is important to note that they also had to be ready for any additional expenses that would be incurred in the process of its implementation (Khai et al., 2022). On the other hand, the employees had not a very hard time as they were already aware of what was being implemented. Each group had been trained according to the work that they needed to attend to. The latter thus led to a smooth transitioning process. Their performance increased as now they could perform their task faster and more effortlessly. The clients on the other end could enjoy the results as their needs could now be met on time without any form of delay.
What went well and why
The change transition process was one of the critical successes, as the change initiative team did a perfect job of creating a state of urgency. In this case, they communicated to the different stakeholders the need for change and the laid down plan on how to carry out the change process. A good outline of the targeted benefits and individual contributions in addressing their different responsibilities ensured no resistance (Miles et al., 2023). It also came through to avoid any form of confusion, as each individual was aware of how, when, and where to act in the implementation process. Incorporating the change process and the organizational culture made it easy as it was not a wholly different and new process, as some aspects were being borrowed from what the company had been practicing.
Recommendations for change in the organizational change process
The change process was more concentrated on the internal process and took less focus on the external factors. It is a safe practice where external factors are considered to compete effectively in the marketplace. In that manner, the company will be able to evade possible downdownfalls that could come along the way, not from the internal aspect but the external aspect of the company (Trawick & Carraher, 2023). There is also the aspect of considering continued mentorship during the implementation process rather than just focusing on the initial part. The continued mentorship ensures minimal disruption and that individuals can quickly develop expertise and maintain high performance. He later comes in preparation for possible challenges that may be encountered. In the presence of the mentors, such challenges are addressed early enough before the devastating impacts set in. I would also like to ascertain that the change process may not be linear. Hence, there is a need to be flexible to tackle any hindrances encountered efficiently and effectively.
References
Khai Wah Khaw, Alhamzah Alnoor, Hadi AL‐Abrrow, Tiberius, V., Ganesan, Y., & Atshan, N. A. (2022). Reactions towards organizational change: a systematic literature review. Current Psychology, 42(22), 19137–19160. https://doi.org/10.1007/s12144-022-03070-6.
Kraus, S., Durst, S., Ferreira, J. J., Pedro Mota Veiga, Kailer, N., & Weinmann, A. (2022). Digital transformation in business and management research: An overview of the current status quo. International Journal of Information Management, 63, 102466–102466. https://doi.org/10.1016/j.ijinfomgt.2021.102466.
Miles, M., Richardson, K., Wolfe, R., Hairston, K. G., Cleveland, M., Kelly, C. T., Lippert, J., Mastandrea, N., & Pruitt, Z. (2023). Using Kotter’s Change Management Framework to Redesign Departmental GME Recruitment. Journal of Graduate Medical Education, 15(1), 98–104. https://doi.org/10.4300/jgme-d-22-00191.1.
Trawick, S., & Carraher, T. (2023). Contextualising Kotter’s 8-step model to a sustainable digital transformation: A qualitative study from an organizational change perspective.
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