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.
Inhaltsverzeichnis (Table of Contents)
- Understanding the background to organisational strategic change
- Introduction to the chosen organisation.
- Models of strategic change
- Lewin's change management model.
- Burke-Litwin's causal change model.
- Tuckman's model of team challenge.
- Kotter's eight-Step change model
- The McKinsey 7-S Model
- The relevance of models of strategic change to organisations in the current economy.
- The value of using strategic intervention techniques in organisations
- Issues relating to strategic change in an organisation
- The need for strategic change in an organisation
- Factors driving the need for strategic change in an organisation
- External factors
- Internal factors
- Resource implications if the organisation fails to respond to the need for strategic change
- Leading stakeholders in developing a strategy for change
- Developing systems to involve stakeholders in the planning of change
- Developing a change management strategy with stakeholders
- The systems used to involve stakeholders in the planning of change
- Create a strategy for managing resistance to change
- Planning to implement models for ensuring ongoing change
- Developing appropriate models for change
- The plan to implement a model for change.
- Developing appropriate measures to monitor progress.
- Conclusion
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This work aims to explore the implementation of strategic change within an organization, using the example of LIGAPRODUCTION (LPRO). It examines the various models and strategies that can be employed in managing organizational change, focusing on stakeholder engagement and resistance management.
- Models of strategic change and their application in the contemporary business environment
- The importance of stakeholder engagement and collaboration in strategic change
- Strategies for managing resistance to change within an organization
- The development and implementation of effective change management strategies
- The significance of monitoring and evaluating progress throughout the change process
Zusammenfassung der Kapitel (Chapter Summaries)
The first chapter provides an introduction to LIGAPRODUCTION (LPRO), a full-service provider specializing in point-of-sale (POS) items, and outlines the need for a new IT solution in the logistics department. It then introduces several models of strategic change, including Lewin's change management model, Burke-Litwin's causal change model, Tuckman's model of team challenge, Kotter's eight-Step change model, and the McKinsey 7-S Model. This chapter concludes by discussing the relevance of these models for contemporary organizations and the value of strategic intervention techniques.
Chapter two explores issues relating to strategic change within an organization, including the need for change, the factors driving the need for change (both internal and external), and the resource implications if the organization fails to respond to the need for change.
The following chapters delve deeper into the implementation of strategic change, focusing on stakeholder engagement and resistance management. They discuss the process of developing a change management strategy with stakeholders, identifying and addressing potential resistance to change, and developing appropriate models for change implementation. These chapters also emphasize the importance of monitoring progress and ensuring ongoing change within the organization.
Schlüsselwörter (Keywords)
This work focuses on the key concepts of organizational strategic change, stakeholder engagement, resistance management, and change management models. Specific models examined include Lewin's change management model, Burke-Litwin's causal change model, Tuckman's model of team challenge, Kotter's eight-Step change model, and the McKinsey 7-S Model. The text also explores the application of strategic intervention techniques and the importance of monitoring progress during the change process.
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- Maxim Weinmann (Autor), 2015, Strategic Change Management. Workbased Assignment for Diploma in Strategic Leadership (DSM/MBA), Múnich, GRIN Verlag, https://www.grin.com/document/315827
