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Read the "Stories of Change" section in Chapter 1 of the textbook that describes how companies such as Hewlett Packard, IBM, Kodak, and McDonald’s have addressed significant changes within their organizations.

Write a four to six (4-6) page paper in which you:

1. Using Kotter’s model, identify the three (3) most significant errors made out of all of the change stories presented and describe the ramifications of those mistakes.

2. Make at least one (1) recommendation for each change story that would have improved the effectiveness of the change process and explain why that recommendation would have altered the outcome of the change process.

3. Attribute a change image to the leading managers or directors in each change story and provide an explanation as to why that change image label is appropriate.

4. Recommend a different strategy for managing change in each of the one change stories presented and provide a justification for your recommended strategy.

5. Use at least three (3) quality academic resources in this assignment. Note: Wikipedia and other Websites do not qualify as academic resources.  

Your assignment must follow these formatting requirements: 

• Be typed, double spaced, using Times New Roman font (size 12), with one-inch margins on all sides; citations and references must follow APA or school-specific format. Check with your

1. Using Kotter’s model, identify the three (3) most significant errors made out of all of the change stories presented and describe the ramifications of those mistakes.

1. The first thing I want to discuss is the evolution of Kodak into the era of technology. The main error of Kotter associated to this is “failing to create short-term wins”. Kodak focused on big goal, but had limited planning. In addition, Kodak did not implement short-term wins which led to investors and staff having difficulty to understanding success. This implies Kodak needed to create short-term wins so that any form disaster could be stopped or negated.

2. The second error that I want to address is the error made by McDonalds. The Kotter’s error related to one for McDonalds is “allowing too much complacency”. The main reason for this argument is that, McDonalds is a known and established brand and hence, it is easier for industry leaders to be complacent. The dynamic customer demands associated with changing times implies that current society has become more sensitive to health risks in relation to diet and exercises. Thus, McDonalds should have been leading in research and development to cater customer demands, and avoid complacency that resulted in identity crises and lawsuits.

3. Error number three that I want to address is the error made by IBM. Kotter’s error related to the error made by IBM is “failing to create a sufficient powerful guiding coalition.” IBM management did not respond in terms of support and provision resources to company’s initial campaigns to market itself, which had been successful so far, hence this resulted in the company failing to adequately control large portion of the global market. IBM needed to use intelligently and leverage the resources to cope with dynamics in the market and to ensure it remains as a competitive company in the global market.  

1. Make at least one (1) recommendation for each change story that would have improved the effectiveness of the change process and explain why that recommendation would have altered the outcome of the change process.

The recommendation for Kodak is that it should have moved moderately in responding to its evolution to avoid matching its all cookies in one location. Kodak should have performed phase approach which is a less risk and economically viable approach to use.

The recommendation for IBM is that, it should have had a mechanism in which all the staffs’ recommendations and ideas are seen and heard by the company’s management team.

For Hewlett Packard, the recommendation is that the company should have analysed companies which have had successful mergers, so that the company would get suitable feedback and lessons to leverage itself, and avoid making mistakes that have already been made by other companies.

The recommendation for McDonalds is that, it the company should have been in constant touch with the customers so that it would have been easier for the company to know health conscience of the customers and take appropriate adjustments before any legal action was taken against them. It is noted that change is present in internal and external environments, and that successes in dynamic environment should make the company to direct appropriate energy in examining important questions regarding its organization.

1. Attribute a change image to the leading managers or directors in each change story and provide an explanation as to why that change image label is appropriate.

At Hewlett Packard (HP), the CEO Carly Fiona showed to be a change manager as a navigator. She had an objective to merger completely with Compaq. Her sole responsibility as a CEO was to navigate the merger. Indeed, change is difficult, but opposing change can be disastrous (Raduchel, 1994). Though opinions from within the company were negative with respect to merger deal, it still remained that it was her responsibility to ensure merger is complete. The situations surrounding HP illustrates well the challenges that Ms. Fiona faced and navigated through them.

CEO James Cantalupo at McDonalds is an example of a change manager as a caretaker. He played a major role as a link between the business and the external forces like customers and countries in the world that had intention for globalization, at a time that the company intended to expand its brand globally and at the same time facing issues relating to identity crises which resulted in declining sales.

David Carp as a CEO for Kodak was a change manager as a director. He put a lot of hard work to take Kodak into a whole round digital business. David Carp had confidence in himself that he was making the right decision, and had a plan to make sure Kodak becomes successful in future.

John Patrick and David Crossman, at IBM, were both regarded as change managers as interpreters. Both John Patrick and David Crossman made connections of benefits that internet would provide to IBM, and focused in convincing employees to appreciate change within the company. They provided legitimate arguments as to why the internet would benefit business model for IBM (Palmer et al, 2009). Though initiating change across all levels is difficult, it is a positive step, and both John Patrick and David Crossman so that it as an opportunity for better change of the company.

1. Recommend a different strategy for managing change in each of the one change stories presented and provide a justification for your recommended strategy.

McDonalds as one of prominent restaurant chains in the US has to sustain a good relationship with its customers. The McDonalds Research and Development team should come up with a department that is focused on the consumer demands in fast food industry. Further, McDonalds should survey its customers to effectively capture customer trends.

IBM Company should establish a program that ensures internal employees have an opportunity of introducing new products and ideas. This is because successes in business rely heavily on timing, and hence this enables the leadership of the company to be presented with viable ideas by the staff (Rezvani, et al, 2012).

The recommendation for Hewlett Packard is that, it needs to realize its customers. This for instance, should have forced Ms. Fiona the CEO of the company to first order thorough internal analysis of the company to determine the extent of impacts on business when the company is restructured. The outcomes of the analysis would have helped in providing ways for leveraging the company while change is being considered.

The recommendation for Kodak is that, it should have responded appropriately to its downsizing. The company should have managed its several concerns in terms of small goals to accomplish them. The goals would have been mainly for determining how to improve the company and the impact of goals on the company staff.

REFERENCE

Raduchel, W. J. (1994). Managing change in the information age. Research            Technology Management, 37(4), 36.

Palmer, I., Dunford, R., & Akin, G. (2009). In Managing Organizational Change

Rezvani, S., Dehkordi, G. J., & Shamsollahi, A. (2012). MANAGING STRATEGIC CHANGE FOR ORGANIZATIONS. International Journal of Academic Research in          Economics and Management Sciences, 1(3), 112-121.