LIGAPRODUCTION (LPRO) is a full-service provider which produces and distributes high-quality point-of-sale (POS) items such as shop-window campaigns, in-store elements, store-construction elements or event productions. For our national and international clients, we offer unique custom-made items and prototypes, as well as large series productions with worldwide logistics.
The concentration of six different production workshops and an in-house logistics unit under one roof, an ultra-modern infrastructure and integrated processes and information technology (IT) systems guarantee maximum flexibility and reduced transaction costs while ensuring efficient production for our clients.
Throughout the project, our project management has been in constant contact with our clients and has managed all production workshops, as well as the logistics and installation unit. As a result of increasing operational fields and responsibilities, as well as the growth in total and dutiable shipments, the current IT system in the logistics department needs to be replaced with a new IT solution based on AEB’s Assist 4.
Table of Contents
1 Understanding the background to organisational strategic change
1.1 Introduction to the chosen organisation
1.2 Models of strategic change
1.2.1 Lewin’s change management model
1.2.2 Burke-Litwin’s causal change model
1.2.3 Tuckman’s model of team challenge
1.2.4 Kotter’s eight-Step change model
1.2.5 The McKinsey 7-S Model
1.3 The relevance of models of strategic change to organisations in the current economy
1.4 The value of using strategic intervention techniques in organisations
2 Issues relating to strategic change in an organisation
2.1 The need for strategic change in an organisation
2.2 Factors driving the need for strategic change in an organisation
2.2.1 External factors
2.2.2 Internal factors
2.3 Resource implications if the organisation fails to respond to the need for strategic change
3 Leading stakeholders in developing a strategy for change
3.1 Developing systems to involve stakeholders in the planning of change
3.2 Developing a change management strategy with stakeholders
3.3 The systems used to involve stakeholders in the planning of change
3.4 Create a strategy for managing resistance to change
4 Planning to implement models for ensuring ongoing change
4.1 Developing appropriate models for change
4.2 The plan to implement a model for change
4.3 Developing appropriate measures to monitor progress
5 Conclusion
Objectives and Core Topics
The primary objective of this work is to analyze the necessity of strategic change within LIGAPRODUCTION (LPRO) and to provide a structured framework for the implementation of a new logistics IT solution. The research addresses how organizations can effectively lead stakeholders through transition phases, manage resistance, and ensure long-term progress through appropriate planning models.
- Theoretical evaluation of established change management models (Lewin, Kotter, McKinsey, etc.)
- Identification of internal and external factors driving organizational strategic change
- Stakeholder analysis and the development of engagement strategies to minimize resistance
- Implementation planning and the use of strategic intervention techniques for performance monitoring
Excerpt from the Book
1.1 Introduction to the chosen organisation
LIGAPRODUCTION (LPRO) is a full-service provider which produces and distributes high-quality point-of-sale (POS) items such as shop-window campaigns, in-store elements, store construction elements or event productions. For our national and international clients, we offer unique custom-made items and prototypes, as well as large series productions with worldwide logistics. The concentration of six different production workshops and an in-house logistics unit under one roof, an ultra-modern infrastructure and integrated processes and information technology (IT) systems guarantee maximum flexibility and reduced transaction costs while ensuring efficient production for our clients. Throughout the project, our project management has been in constant contact with our clients and has managed all production workshops, as well as the logistics and installation unit. As a result of increasing operational fields and responsibilities, as well as the growth in total and dutiable shipments, the current IT system in the logistics department needs to be replaced with a new IT solution based on AEB’s Assist 4.
Summary of Chapters
1 Understanding the background to organisational strategic change: Provides an introduction to the organization and evaluates various classical and modern change management models regarding their applicability in today's economy.
2 Issues relating to strategic change in an organisation: Examines the drivers of change, distinguishing between external and internal factors, and discusses the resource implications of failing to adapt.
3 Leading stakeholders in developing a strategy for change: Focuses on the crucial role of stakeholder involvement, offering tools for mapping influence and strategies to overcome resistance during the transformation process.
4 Planning to implement models for ensuring ongoing change: Outlines the practical steps for implementing new logistics software and introduces performance measurement systems to monitor progress.
5 Conclusion: Summarizes the necessity of structured planning in change management and reiterates the importance of stakeholder engagement and monitoring systems for project success.
Keywords
Strategic change, LIGAPRODUCTION, Change management models, Stakeholder involvement, Resistance to change, Logistics, IT implementation, Organizational performance, Force field analysis, Strategic intervention techniques, Competitive advantage, Performance monitoring, Process optimization, Business transition, AEB Assist 4.
Frequently Asked Questions
What is the core focus of this publication?
The work focuses on the strategic change management process within LIGAPRODUCTION, specifically detailing the replacement of their existing logistics IT system with AEB’s Assist 4.
What are the primary themes discussed?
Key themes include theoretical change models, stakeholder management, the identification of change drivers, and practical implementation strategies to ensure business continuity.
What is the overarching research goal?
The goal is to demonstrate how a structured, stakeholder-oriented approach to change management can successfully facilitate organizational transitions and solve operational challenges.
Which methodologies are employed for the change process?
The study utilizes recognized models such as Kotter’s eight-step model, the Burke-Litwin causal model, and the McKinsey 7-S model, alongside strategic intervention techniques.
What is covered in the main body of the text?
The body covers the organizational background, the necessity of change, stakeholder classification and resistance management, and the planning of the implementation process.
Which keywords define this work?
The work is defined by terms such as strategic change, stakeholder involvement, logistics management, IT system implementation, and performance monitoring.
Why is stakeholder management considered so critical in this report?
Stakeholders are identified as the most important factor in the success of change, as their varied expectations and power levels directly impact the acceptance and implementation of new processes.
How is resistance to change addressed?
Resistance is managed through classification strategies, such as leveraging early adopters and engagement strategies for the reluctant majority, to ensure alignment with the new organizational objectives.
What is the significance of the force field analysis for LPRO?
The force field analysis provides a quantitative visual tool to weigh the driving forces for the change against the restraining forces within LPRO.
What is the projected outcome for the implementation of the new software?
Based on the analysis, the project aims for a successful implementation with a projected break-even point reached in August 2016 following the Go Live date.
- Arbeit zitieren
- Maxim Weinmann (Autor:in), 2015, Strategic Change Management. Workbased Assignment for Diploma in Strategic Leadership (DSM/MBA), München, GRIN Verlag, https://www.grin.com/document/315827
