An Analysis and Evaluation of Critical Success Factors of selected Change Management Models for the holistic Implementation of Transformation Projects

Based on Empirical Data and Case Studies of international Corporations

Master's Thesis , 2017 , 83 Pages , Grade: 1,3

Business economics - Business Management, Corporate Governance

With the purpose of gaining a unified understanding of the intention of this master thesis, the following sections provide not merely the background of the research topic, but also postulates the objective of the paper including the working hypothesis and an overview of the used methodology.

“Speed of change is the driving force. Leading change competently is the only answer”
In recent years, dealing with change and transformations has become a crucial task for managers and their organizations as companies executed comprehensive and deep reaching change projects. It is out of the question that companies simply have to change in order to be successful in the long term. As a result, working routines in today ́s organizations are subject to constant change and transformation arises in ever industry and branch, regardless of the size of the business and the number of employees. Today, change management can be stated as an essential task for managers and leaders as organizations have to adapt to change constantly in order to keep operating profitably.

Reasons why companies undertake such complex transformations are manifold and comprise different aspects like the reorganization of business divisions, mergers & acquisitions, cost reduction and the overall rehabilitation of companies.
The specific competence and knowledge to manage and supervise change projects in an adequate and fruitful manner is a crucial factor of an organization to compete in an ever increasing competitive environment. Companies have to adapt to fast changing markets and customer requirements in a short period of time in order to secure their success in the long run. Therefore, change management is a fundamental aspect for every organization, as implementing and successfully managing change is strictly a matter of survival.
Paradoxically, although the successful implementation and managing of change and transformation has become such an essential subject for organizations, it is often executed without the necessary diligence respectively carefulness and therefore, without success. Most of the researches investigating the topic of the success of change projects such as KOTTER, MCKINSEY and KPMG state that approximately only thirty percent of all transformation projects are carried out successfully. However, the researches do not attest a total failure for most of the change initiatives, but transformation projects often do not fulfill the set targets regarding scope, budget and timeframe.

Inhaltsverzeichnis (Table of Contents)

• 1. INTRODUCTION
• 1.1 Background
• 1.2 Objective, Goal and Limitation
• 1.3 Methodology
• 2. CHANGE MANAGEMENT / THEORETICAL OVERVIEW
• 2.1 Terminology
• 2.1.1 Definition of the Term 'Change Management'
• 2.1.2 Definition of the Term 'Change Project'
• 2.2 Triggers of Change
• 2.3 A universal Process of Change / Kurt Lewin`s Three Phase Model
• 2.3.1 The Three Phases / Unfreezing, Moving, Refreezing
• 2.3.2 Critical Remarks on Lewin's Work
• 2.4 Resistance to Change
• 2.4.1 Characteristics and Indications of Resistance
• 2.4.2 The Causes of Resistance / Why People resist Change
• 2.4.3 The Emotional Stages of Change / The Coping Cycle
• 3. DEVELOPMENT OF A UTILITY ANALYSIS / SCORING MODEL FOR THE EVALUATION OF SELECTED CHANGE MANAGEMENT METHODS
• 3.1 Utility Analysis / Theoretical Overview
• 3.2 Critical Remarks
• 3.3 The Evaluation of Decision Criteria
• 3.3.1 The Assessment of Critical Success Factors of Change Management based on Case Studies and Empirical Data
• 3.3.1.1 Case Study I/ IBM
• 3.3.1.2 Case Study II / Commerzbank
• 3.3.1.3 Empirical Data I/ Capgemini
• 3.3.1.4 Empirical Data II / IBM Global Business Service
• 3.3.1.5 Empirical Data III / Key Findings of other Empirical Researches
• 3.3.2 Final Formulation of Scoring Criteria / Critical Success Factors
• 4. INTERIM SUMMARY
• 5. DESCRIPTION, ANALYSIS AND EVALUATION OF CHANGE MANAGEMENT MODELS
• 5.1 Description of Change Management Models
• 5.1.1 Kotter's Eight Steps of Change
• 5.1.2 ADKAR
• 5.1.3 HBRS Seven Steps to Change
• 5.2 Analysis and Evaluation of Change Management Models
• 5.2.1 Assessment of Kotter's Eight Step of Change
• 5.2.2 Assessment of ADKAR
• 5.2.3 Assessment of HBR's Seven Steps to Change
• 5.2.4 Comparison of the Models
• 6. OVERALL CRITICAL REMARKS

Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)

This master's thesis analyzes and evaluates critical success factors of selected change management models for the holistic implementation of transformation projects based on empirical data and case studies of international corporations. It explores the theoretical background of change management, identifies triggers of change, and analyzes different models and approaches to managing change. The goal is to develop a practical and comprehensive understanding of the key elements for successful change management.

• Critical Success Factors of Change Management
• Evaluation of Change Management Models
• Empirical Data and Case Studies in International Corporations
• Holistic Implementation of Transformation Projects
• Resistance to Change

Zusammenfassung der Kapitel (Chapter Summaries)

• Chapter 1: Introduction: This chapter sets the stage for the research by providing the background, objectives, and methodology of the study. It outlines the scope and limitations of the thesis.
• Chapter 2: Change Management / Theoretical Overview: This chapter explores the theoretical foundations of change management. It delves into the definition of change management and change projects, examines triggers of change, and analyzes the well-known three-phase model of change proposed by Kurt Lewin. It also explores the concept of resistance to change and its implications.
• Chapter 3: Development of a Utility Analysis / Scoring Model for the Evaluation of Selected Change Management Methods: This chapter focuses on the development of a utility analysis and scoring model for evaluating selected change management models. It examines critical remarks about utility analysis and analyzes the evaluation of decision criteria based on case studies and empirical data from international corporations.
• Chapter 4: Interim Summary: This chapter summarizes the key findings from the previous chapters and provides a bridge to the analysis of specific change management models.
• Chapter 5: Description, Analysis and Evaluation of Change Management Models: This chapter presents, analyzes, and evaluates three prominent change management models: Kotter's Eight Steps of Change, ADKAR, and HBR's Seven Steps to Change. The assessment includes both theoretical and practical considerations, utilizing the utility analysis and scoring model developed in Chapter 3.
• Chapter 6: Overall Critical Remarks: This chapter offers a comprehensive critical analysis of the findings and explores the limitations of the research.

Schlüsselwörter (Keywords)

Change Management, Critical Success Factors, Transformation Projects, Case Studies, Empirical Data, International Corporations, Change Management Models, Kotter's Eight Steps, ADKAR, HBR's Seven Steps, Resistance to Change, Utility Analysis, Scoring Model.

• College: The FOM University of Applied Sciences, Hamburg
• Grade: 1,3
• Author: Roman Salzger (Author)
• Publication Year: 2017
• Pages: 83
• Catalog Number: V441172
• ISBN (eBook): 9783668796812
• ISBN (Book): 9783668796829
• Language: English
• Tags: Change Management, Critical Success factors, Kotter, ADKAR, MBA, Erfolgsfaktoren