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Harrisburg TEXTILE CO.
(Kotter’s 8 stages Approach)
A Case Study Assignment
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ORGANIZATIONAL CHANGE PROCESS Harrisburg Textile Co.
In this assignment your team is the change management division at Harrisburg Textile.
Your leadership team has decided to use Kotter’s 8 step model to implement change and to transform the Harrisburg Textile into an Agile Lean organization.
Your team has been tasked with developing a plan to implement Kotter’s 8 step model and to provide the plan in a PowerPoint presentation to the company’s senior leaders within one week.
Using the information about the company and your knowledge of change management in general, and Kotter’s 8 step model in particular, your team is to design this presentation following the template provided. This presentation should be 8 to 12 slides in length with sufficient detail provided to allow for easy understanding by the senior leaders (i.e. your instructors!)
ORGANIZATIONAL CHANGE PROCESS Harrisburg Textile Co.
Company Information: Harrisburg Textile is a family owned company in the fashion and textile industry. Harrisburg Textile manufactures its own designs, operates two small retail stores, offers wholesale products and does some exporting. The company has 50 employees and in its main manufacturing facility operates 39 pieces of machinery.
Short History:
Harrisburg Textile decided to increase the manufacture of certain products it previously outsourced and decided to add to the products they were buying from upscale fashion wholesale companies. This led to increased demands, and the company recognized it had to take steps to remain competitive not only through increasing capacity but through a complete organizational transformation. This rapid growth drove the company’s first step that being to change its business identity from LLC to corporation and Harrisburg Textile’s transformation journey started.
ORGANIZATIONAL CHANGE PROCESS Harrisburg Textile Co.
The company is faced with a number of issues affecting this transformation. These include:
Globalization, economic crisis and pressures: There is a need to grow, and to adopt new market requirements due to the global environment. Harrisburg Textile recognizes that must expand our borders in marketing, modernize systems and technologies, maintain a competitive advantage over other competitors, institutionalize and globalize the company and gain nationwide reputation.
Eradicate Performance Gaps: Due to their newly set goals and objectives,
they reorganized they had to develop a new organizational structure, hire new talent, implement new performance system and methods to increase capacity. They recognized the need to close the gaps, expand their product lines, and train employees
Leaders and managers continually make efforts to accomplish successful and significant change it's inherent in their jobs. Some are very good at this effort (, while others continually struggle and fail. That's often the difference between people who thrive in their roles and those that get shuttled around from job to job, ultimately settling into a role where they're frustrated and ineffective.
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ORGANIZATIONAL CHANGE PROCESS Harrisburg Textile Co.
Necessity of upgrading to a new technology : Harrisburg Textile recognized there is new
specialty machines that save time and money, increase capacity and accordingly performance. They theorized that the more advanced technology, the more capacity, and the higher their performance.
Results of SWOT Analysis : Harrisburg Textile conducted a SWOT Analysis to identify strengths, weaknesses, opportunities and treats They identified opportunities in the market place that the organization needed to pursue in order to increase its competitiveness. They also identified several strengths to improve upon and identified weakness they decided to try to eliminate to stay competitive.
Reaction to Internal & External Pressure: They also identified internal pressures primarily keeping good skilled employees and external pressures which emanated from customers, competition, changing government regulations, and shareholders
Leaders and managers continually make efforts to accomplish successful and significant change it's inherent in their jobs. Some are very good at this effort (, while others continually struggle and fail. That's often the difference between people who thrive in their roles and those that get shuttled around from job to job, ultimately settling into a role where they're frustrated and ineffective.
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ORGANIZATIONAL CHANGE PROCESS Harrisburg Textile Co.
Phase1: Preparing change
*Defining Strategy, clarifying expectations and roles
*Measuring Harrisburg Textile’s readiness for change
Phase2: Implementing Change
*Developing change implementation plan by using Kotter’s model
Phase 3: Sustaining Change through Kotter’s 8 Steps
Harrisburg Textile Decided on the following Implementation Phases
Whatever model you choose to use when guiding organizational change, that model should
include the priorities and areas of emphasis described in the phases of change.
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ORGANIZATIONAL CHANGE PROCESS HARRIBURG TEXTILE CO.
The question before Harrisburg Textile leadership was which change model to use?
Lewin’s Change Management
Mc. Kinsey’s 7S Model
Bridge’s Transition Model
Roger’s Technology Adoption Curve
Kubler-Ross Five Stage Model
Prosci’s ADKAR Model
Kotter’s Eight Steps Model
After examining the benefits and limitations of various models, they decided to go with KOTTER’s Eight Step Change Management Model
YES
John Kotter
There are numerous well-organized approaches (or models) from which to manage a change effort.
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ORGANIZATIONAL CHANGE PROCESS HARRISBURG TEXTILE CO.
1. Establishing A Sense of Urgency
Explain the key elements of this step
Describe how you would implement this step at Harrisburg Textile?
Why is this step important?
1.Establishing sense of urgency
Completing this stage requires a great deal of cooperation, initiative, and a willingness to make sacrifices from many people.
Identify potential threats , and develop scenarios showing what could happen in the future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking.
Request support from customers, outside stakeholders and industry people to strengthen your argument.
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ORGANIZATIONAL CHANGE PROCESS HARRISBURG TEXTILE CO.
2. Creating the Guiding Coalition
Explain the key elements of this step
Describe how you would implement this step at Harrisburg Textile?
Why is this step important?
1.Establishing sense of urgency
Completing this stage requires a great deal of cooperation, initiative, and a willingness to make sacrifices from many people.
Identify potential threats , and develop scenarios showing what could happen in the future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking.
Request support from customers, outside stakeholders and industry people to strengthen your argument.
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ORGANIZATIONAL CHANGE PROCESS HARRISBURG TEXTILE CO.
3.Developing a vision and strategy
Explain the key elements of this step
Describe how you would implement this step at Harrisburg Textile?
Why is this step important?
1.Establishing sense of urgency
Completing this stage requires a great deal of cooperation, initiative, and a willingness to make sacrifices from many people.
Identify potential threats , and develop scenarios showing what could happen in the future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking.
Request support from customers, outside stakeholders and industry people to strengthen your argument.
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ORGANIZATIONAL CHANGE PROCESS HARRISBURG TEXTILE CO.
4.Communicating the Change Vision
Explain the key elements of this step
Describe how you would implement this step at Harrisburg Textile?
Why is this step important?
1.Establishing sense of urgency
Completing this stage requires a great deal of cooperation, initiative, and a willingness to make sacrifices from many people.
Identify potential threats , and develop scenarios showing what could happen in the future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking.
Request support from customers, outside stakeholders and industry people to strengthen your argument.
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ORGANIZATIONAL CHANGE PROCESS HARRISBURG TEXTILE CO.
5. Empowering Employees for broad-based action
Explain the key elements of this step
Describe how you would implement this step at Harrisburg Textile?
Why is this step important?
1.Establishing sense of urgency
Completing this stage requires a great deal of cooperation, initiative, and a willingness to make sacrifices from many people.
Identify potential threats , and develop scenarios showing what could happen in the future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking.
Request support from customers, outside stakeholders and industry people to strengthen your argument.
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ORGANIZATIONAL CHANGE PROCESS HARRISBURG TEXTILE CO.
6. Generating Short Term Wins
Explain the key elements of this step
Describe how you would implement this step at Harrisburg Textile?
Why is this step important?
1.Establishing sense of urgency
Completing this stage requires a great deal of cooperation, initiative, and a willingness to make sacrifices from many people.
Identify potential threats , and develop scenarios showing what could happen in the future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking.
Request support from customers, outside stakeholders and industry people to strengthen your argument.
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ORGANIZATIONAL CHANGE PROCESS HARRISBURG TEXTILE CO.
7. Consolidating gains and producing more change
Explain the key elements of this step
Describe how you would implement this step at Harrisburg Textile?
Why is this step important?
1.Establishing sense of urgency
Completing this stage requires a great deal of cooperation, initiative, and a willingness to make sacrifices from many people.
Identify potential threats , and develop scenarios showing what could happen in the future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking.
Request support from customers, outside stakeholders and industry people to strengthen your argument.
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ORGANIZATIONAL CHANGE PROCESS HARRISBURG TEXTILE CO.
8.Anchoring new approaches into the culture
Explain the key elements of this step
Describe how you would implement this step at Harrisburg Textile?
Why is this step important?
1.Establishing sense of urgency
Completing this stage requires a great deal of cooperation, initiative, and a willingness to make sacrifices from many people.
Identify potential threats , and develop scenarios showing what could happen in the future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking.
Request support from customers, outside stakeholders and industry people to strengthen your argument.
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ORGANIZATIONAL CHANGE PROCESS HARRISBURG TEXTILE CO.
Describe how you will….
Stay On Track
Manage Resistance
Diagnose Gaps
1.Establishing sense of urgency
Completing this stage requires a great deal of cooperation, initiative, and a willingness to make sacrifices from many people.
Identify potential threats , and develop scenarios showing what could happen in the future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking.
Request support from customers, outside stakeholders and industry people to strengthen your argument.
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ORGANIZATIONAL CHANGE PROCESS HARRISBURG TEXTILE CO.
Team:
Team Members and their roles and responsibilities:
References:
1.Establishing sense of urgency
Completing this stage requires a great deal of cooperation, initiative, and a willingness to make sacrifices from many people.
Identify potential threats , and develop scenarios showing what could happen in the future.
Examine opportunities that should be, or could be, exploited.
Start honest discussions, and give dynamic and convincing reasons to get people talking and thinking.
Request support from customers, outside stakeholders and industry people to strengthen your argument.
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