A Strategic Plan For Change

University Degree Business and Administrative studies

Strategic Plan

Running head: A Strategic Plan for Change

A Strategic Plan for Change

Cancle Tunstall

Colorado Technical University Online

Organizational Behavior MGM604

DR. Amy Hakin

1/27/2008

ABSTRACT

This article suggests that SWC should address major concerns related to change and develops a nine-step process that will be an effective way to manage change. SWC's management should have a clear understanding of external opportunities and challenges. They must have a realistic and comprehensive assessment of limitations. Adopt an inclusive approach to planning. Develop and empower the planning committee. Involve senior leadership in the change management plan. Learn from prior mistake. Develop clear priorities and understand the implementation process. Be patience during the planning process and be committed to change.

A Strategic Plan for Change

The recent change by the CEO to create a new Customer Service department sent a shock wave throughout the entire organization. The majority of the departments were not receptive to this change, because change creates uncertainty and uncertainty causes anxiety; however, a few departments perceived this change as an opportunity to improved and expand communication channels, create better methods of doing business and establish a more cohesive relationship among departments.

Change is always a real possibility for any organization. Developing a plan for change is a tool, a road map for completing a mission with maximum efficiency and minimal impact. Change is a necessity and no organization can afford to bind itself to the same goals, operating structure and operating methods year after year. As market conditions change, a more fundamental rethinking of goals and opportunities may be required. Companies must be prepared to change as market conditions dictate, however change should not be entered into haphazardly. Detailed planning must be used to be successful and the primary goal should focus on lessening the impact and disruptions that change brings upon the organization and its people.

A successful change management plan, by definition, is a useable plan; one that aligns the organizational objectives with changing market conditions, as well as creates a necessity for long-range planning that yields improvements in effectiveness, capacity, and relevance. A successful strategic planning process needs focus, balance, should confront, make sound projections about future changing market conditions, and respond to change by clarifying the mission objectives, revamp programs as needed and analyze other aspects of the operation to stay competitive (Baca, 2005, p.16). Below is a nine-step development process for change management that I feel would be effective in managing change:

Develop a clear understanding of external opportunities and challenges.
Have a realistic and comprehensive assessment of organizational strength and limitations
Adopt an inclusive approach to planning.
Develop and empower a planning committee.
Involve senior leadership in the change management plan.
Learn from prior mistakes.
Develop clear priorities and implementation plans.
Be patience during the planning process.
Be committed to change.

This is a preview of the whole essay

Develop a clear understanding of external opportunities and challenges.
Have a realistic and comprehensive assessment of organizational strength and limitations
Adopt an inclusive approach to planning.
Develop and empower a planning committee.
Involve senior leadership in the change management plan.
Learn from prior mistakes.
Develop clear priorities and implementation plans.
Be patience during the planning process.
Be committed to change.

Our organization must have a clear understanding of external opportunities and challenges. We do not operate in a stagnant environment. Economic trends demand our focus and attention and we must stay in step with these trends and formulate a plan to capitalize on changing market conditions so that we may continue to benefit from our expansion in the global market. We are a growth company and our goal is to continue this growth by developing new products and services, expanding our organization within the global market, and formulate a plan to increase our share of the market (Welch & Welch, 2007).

A realistic and comprehensive assessment of our organizational strength and limitations is the foundation of a successful strategic management change plan. We must have the ability to understand our strengths, weaknesses, and limitations. Whether we are expanding into new market niches or expanding our operation to new geographical locations, we must gather information on the feasibility of making these expansions. Will the benefits outweigh the risks? Do we have the expertise in place to make a bold move? Do we have the correct staff in place to transport us into new uncharted areas? These questions are a few of several that should be taken into consideration before engaging in change. Information to guide change will come from a variety of sources, including staff, clients, and partner organizations. The information gathered must be, both objective and subjective.

We should adopt an inclusive approach to planning. At one point or another, all-important stakeholders should have a voice in the planning process. This includes managers of each department as well as developing a change management team that acts in the capacity of an oversight committee. This committee will include employees from various departments who act as a liaison between management and staff. They will keep associates informed of the progress.

Not all views will be weighed equally and not all staff will be included at every stage of the planning process, however, in addition to the committee communicating with staff, the company can also inform all employees of changes using a company newsletter. By keeping employees knowledgeable, this will lessen the impact, the stress that change sometimes causes. The majority of the staff members understand that change is usually a realignment dictated by changing market conditions. Employees are more enthusiastic to accept change if they have forehand knowledge. Lack of communication creates distrust and builds an obstruction between management and staff. If the planning process is to be a success, it must incorporate the view of all stakeholders affected by any change.

Strategic planning should be a participatory activity. As a rule, the bulk of the work should be in-trusted to a small planning committee commissioned to have the decision-making authority to keep the planning project on track and moving toward the finished product. It makes no sense to have a committee that runs to the CEO each time a problem arises. The strategic planning committee must have the autonomy to make decisions, while simultaneously keeping the CEO informed. This planning group should not be subject to second-guessing or be required to seek CEO approval at every stage of the planning process. Individuals are hired to perform a job and if not given the authority to accomplish a job, why were they hired in the first place? I understand when a company is built from the ground up it is hard for the CEO to not want control over all aspects of the operation, however as the company grows this management approach is no longer a viable way to conduct business. This approach is not a formula to exclude the CEO, but a process for the CEO to act in the capacity of facilitator during the planning process as opposed to being a soldier on the front line (Baca, 2005, pp. 6-8).

Senior executives must be included in the planning process. The significance of their expertise should not be underestimated. Senior executives have several years of experience, and we should tap into this vast knowledge base. Senior Management should not be expected to micromanage the planning process, but act in the capacity of facilitated. Their vision and commitment to the planning process will be invaluable and we should consider ourselves fortunate to have this experience at our disposal. Professional staff brings to the bargaining table skills and perceptions that will be needed to facilitate effective changes, and the planning process should draw upon both.

We should learn from our mistakes. Each department has its own mission and operating culture and we must harness their energy and adapt it to the overall structure. When contemplating change we must look at the overall impact that change brings upon the organization, but more specifically the impact change has on each department. For example, the recent organizational change to create a new Customer Service Department has left some departments questioning the importance of this decision. There is some confusion as to how this new department will benefit the organizational structure and more importantly, how will this change benefit each department. Change has created friction, resentment, and an overall distrust within the organization. How could we have minimized the effects of this situation? We should have communicated a detail plan highlighting the benefits and risk associated with this change and explained how the Customer Service Department will enhance the team matrix structure. I am not suggesting that we should communicate this plan with each employee individually. We should communicate the proposed plan to department managers and explained the need for creating the customer service department and they in turn could communicate the necessity of this plan to subordinates. CEO's are not required to explain their actions; however, when a restructuring of this magnitude was being considered a lot of animosity and anxiety could have been displaced if it had been communicated as to why change was needed, the benefits of this change, and how the change would benefit the overall structure of the organization.

A change management plan must include clear priorities and an implementation plan that is viable and logical. Mission statements, visions, hopes, and dreams are essential; however, unless accompanied by establishing priorities and a plan of action as to how to implement strategies, the planning process becomes ineffective.

Developing a workable strategic plan means putting under the microscope the organization's objectives and strategies and makes a determination as to what the priorities are. Sometimes, taking the first step is easy, however unless we analyzed the entire objectives we may lose focus and not accomplish the outcome we were anticipating. Prioritizing is an important process during the planning process, without it implementing plans becomes overwhelming and goals are seldom achieved. The best time to make tough choices comes after the research is finished and future trends become clear to us. The planning committee outlines priorities and determines the order in which they should be completed. Once priorities are established members can identify the strategies needed to achieve the goals and objectives of the planning process.

We have grown from a small organization to the mid-sized organizations with plans of becoming a large organization. In a smaller or mid-size organization, strategic planning can move forward at a very fast clip. However, if we have intentions on becoming a large organization, the planning process will slow somewhat. More attention to detail will be required. It will be important to keep programs on course and maintain momentum, but rushing can be counterproductive. If we rush to change because it is the fashionable thing to do, we will be making a major mistake. Change should be analyzed, scrutinized, and take place only after a thorough investigation is completed the benefits must outweigh the negatives.

We must also be patient with employees during a restructuring. We should be willing to allow employees to voice their concerns on change and question how this will affect them. We expect employees to embrace change, however, we must allow them time to adjust and allow time to mourn the loss of co-workers. We must never forget change may bring about a gain for the organization but there is always a loss. The loss of co-workers being laid off, people lose the old way of doing business, work processes change, communications networks change, and a feeling of stability may be lost during a period of change. If we recognize that these losses have real impact on people's lives, we will be at a better advantage to assist people to move forward more quickly into the new business structure.

We must be committed to change. No matter how relevant our mission statement, no organization can afford to set in stone the same goals operating procedures year after year. As market conditions change, we must be equipped to change with these conditions. We will need to develop new strategies as markets dictate. Sometimes all that is required will be to fine-tune our approach to the way we do business; however, there may be times when our approach needs a complete overhaul. We must be in a position to rethink our goals, our mission and be ready to adjust as market indicators require. As an organization that is competing on the world market we cannot afford a standstill and must recognize new market trends and capitalize on these trends if we intend to remain competitive and be a leader in the world market.

Change is continuous. If we are to manage change effectively both domestically and abroad we must develop a strategic plan that addresses key elements associated with change. As mentioned earlier it is my opinion a good change management plan must include nine key elements that must be taken into consideration before beginning the planning process. These steps are just a beginning reference and should be fine-tuned to meet our organizational needs.