Running head: CONSULTING PROPOSAL #2 1
Consulting Proposal #2 The Young Change Agents
Rebekah Bailey
Liberty University
BMAL 504 – Leading Organizational Change
Running head: CONSULTING PROPOSAL #2 2
Definition of Project:
Price Waterhouse Coopers (PwC) recruited James Shaw and Amy Middelburg to partner
with them as they joined forces with AIESEC. Each company was characterized by its own set of
issues. Their former company’s budget was more diminutive and at PwC they are both virtually
at the bottom, in a more astronomically immense organization, and are facing issues with
government. In addition, before joining PwC both Shaw and Middelburg held leadership
positions, but as they joined PwC they become a, “staff number in a database”, as Shaw stated
(Jick & Peiperl 2011, p. 463). As Middelburg and Shaw began working for PwC their primary
focus was to evaluate the company’s image as well as trying to envision what changes they
wanted to make environmentally to help the company from a global standpoint. They observed
and researched the company in an effort to uncover what the vision and values of PwC’s were at
the time. However, they were not enthusiastic about what they found. As a result they devised a
very daring set of changes they wanted to implement, and they proposed their ideas to a PwC
supervisor by the name of Keith Bell. Middelburg and Shaw felt the company’s focus should be
redirected towards their connections and relationships with the public, clients, their business
partners, and ultimately the environment as a whole instead of being so driven by their profits
(Jick & Peiperl 2011). PwC realized early on that the changes Shaw and Middelburg were
proposing could potentially have both great risks and great rewards. Despite the attractive
rewards Shaw and Middelburg’s implementation plans offered, PwC had a lot of hesitation when
it came to stepping outside of their routine and their comfort zone. The magnitude of the changes
Shaw and Middelburg wanted to make caused PwC’s leadership to be very reluctant to taking
such drastic measures, because there was the possibility of negative consequences. It was also a
lot of responsibility for them to take on because it was such a large company. The cognizance
and skills that AIESEC provided Middelburg and Shaw, in regards to corporate responsibility,
Running head: CONSULTING PROPOSAL #2 3
during their time there proved to be a great motivating factor for them. The plan they devised
was essentially comprised of three areas of focus that included: social, economic, and
environmental. Supervisor Bell fortified their proposal, and it progressed further to the upper
management and other significant individuals associated with the firm.
Diagnosis of current situation:
In order for such profound changes to occur, the proposed changes need to be realistic
and achievable from the start in order to for an organization to be successful with any type of
change whether it is big or small. If the changes are to gradual the organization can experience
losses in profits and the overall morale of the organization can be impacted negatively. PwC
would be putting a large amount of responsibility on this young team and that poses a challenge
to the team’s implementation plan, because it can be concerning for an organization to essentially
put their reputation and image in someone else’s hands. Partners, stakeholders, suppliers, staff,
and the company’s clients along with the community that are involved in the organization will
assume greater roles. Those who are involved in the organization both inside and outside will
also assume a bigger role. The teams idea is that their proposed changes would affect the
organization’s values long term by increasing the staff and client loyalty, reducing the possibility
for a negative image by regulators or nongovernmental organizations, and increasing the
organizations effectiveness operationally and financially (Jick & Peiperl, 2011). Improving
global market stability was also something the team felt they could improve by successfully
implementing their plan (Jick & Peiperl, 2011). Another challenge the team encountered was
PwC’s primary concern seemed to be solely the bottom-line. Even though their proposal was
well liked by the senior management and they were even asked to attend meetings, there was still
no action taken as a result. It proved to be much more challenging to actually convince the
Running head: CONSULTING PROPOSAL #2 4
management that the implementation of their plan was essential as the organization moved
forward (Jick & Peiperl 2011). The organization’s management seemed to be to deeply rooted in
their everyday routine that they were seemingly unwilling to budge in order to try new
innovative ideas from such new and fresh perspectives. The team’s low positions within the
organization provided great limitations, as it was really the executives that were able to decide if
action was actually taken or not (Jick & Peiperl 2011). The team was able to bring in
reinforcements from AIESEC that could finally help them implement attainable change and turn
their plans into actions (Jick & Peiperl 2011). It is very evident that PwC is in need of some very
necessary changes in order to transform the organization. In order for PwC to stand out they will
need to focus on improving and incorporating sustainability into their industry, creating a global
standard, and ultimately focusing on fortifying relationships internally and externally.
Recommendations:
As PwC recognizes that there is a desideratum for a change in focus in order to meet
incipient demands, postures, and predilections, PwC will be able to experience economic
prosperity, maintain their reputability, and influence by deliberately taking strides to implement
sustainable systems and development. As PwC apperceives a desideratum for organizational
transmute it will integrate strategies to amend corporate responsibility and public image. These
young change agents apperceive a desideratum to also change the organization’s culture,
processes, relationships, and ultimately redirect the organizations mundane focus on profit
margins towards new values that provide practical reachable goals.
In order to actually implement these recommendations successfully a few things need to
happen for that to be possible. Barry Oshry’s powerful “middle space” concept refers to the
Running head: CONSULTING PROPOSAL #2 5
space two or more individuals or groups get pulled into where there are conflicting agendas,
perspectives, priorities, needs, and demands (Jick & Peiperl 2011, p. 449). There are many
different views within the middle space and it allows the opportunity for the bottom and top of
the system to come together to try and find middle ground. As the organization integrates change
the team must be level minded when it comes to dealing with challenges and the absence of
cynicism is crucial when it comes to delegating responsibilities to these difficult tasks.
Monitoring the progress and level of achievement of goals and objectives is important, but it can
easily lead to pointing the finger at others when things are unsuccessful. Oshry urges to take the
focus off of blaming people and put more emphasis on finding the problematic situations that
occur between individuals and develop a way to overcome them (Jick & Peiperl 2011, p. 448).
The middle space becomes powerful when the team builds each other up despite the different
levels, and they take the focus off of themselves and realize the importance of working together
in harmony. When the top and bottom of the organization are brought together by the middle
space it levels the playing field and important issues and priorities can be discussed without
individuals feeling helpless. If an organization’s leadership is unable to formulate good
relationships with subordinates it can be detrimental to the overall performance of the
organization. Subordinates need to feel cared for and believed in for them to feel motivated and
inspired by their leadership (Curtis & O'Connell 2011). When the leadership is able to empower
subordinates through inspiration they are much more likely to embrace and accept the vision on
their own volition (Chen, Kirkman, Kanfer, Allen & Rosen 2007). The executive leadership
should have Middelburg and Shaw attend the meetings to reinforce changes they previously
expressed as well as any new ideas for actions they should potentially consider. The recruits
simply need to take initiative in some areas with the information they have to formulate solutions
Running head: CONSULTING PROPOSAL #2 6
in order for them to take on leadership roles at the bottom and the top of the organization (Jick &
Peiperl 2011).
I have not personally attempted to implement this type of change as of yet I have not
come across the opportunity. However, it is evident that patience and perseverance are the
driving forces behind achieving successful implementation and integration of change. I would
first suggest evaluating the relationships within the organization, and then working towards
strengthening relationships by rebuilding them in order to eliminate weak systems. Oshry
recommends that in order for real change to occur and have meaning, the organization has to
work together and avoid throwing blame on specific areas or individuals in other words avoiding
the “demons” (Jick & Peiperl 2011). By bringing all levels of the organization together it will
create an overall better understanding of how the organization operates, and it will essentially
provide better clarity to individuals allowing them to feel valued and meaningful.
Implementation Plan:
In order for the organization to move forward and adapt to such major changes, they will
need to involve new change agents and take to heart their ideas and suggestions during the
development of sustainable systems as the implementation process is initiated. It is evident that
PwC is in desperate need of change, and they need a fresh new outlook because they are stuck in
their mundane way or operating. They will need to build teams of individuals that can delegate
and discuss ways they can implement and introduce their new vision for reusing waste and
recycling materials as much as they can. They need to consider how they can best dispose of
hazardous materials in consideration to the environment. It is important to start with explore all
of the possibilities, but in the mean time there should be meetings held to nail down tangible
Running head: CONSULTING PROPOSAL #2 7
plans to achieve the desired changes. All levels of the organization from interns to country
managers will be formulated into teams that will have designated responsibilities, as this will be
a practical way to implement these changes effectively. The new values of the organization
would be made known corporate wide as well as made public knowledge, and the progress of the
organization’s goals would be monitored by a designated team that would report directly to the
executive leadership. Teams have the ability to affect the overall culture of the organization as
well as change and influence the common vision and goals, and because of this it is important to
shape and mold the teams to work towards a common goal and vision (Mohr, Burgess & Young,
2008).
This implementation team will have great responsibility and it will be important for them
to stay up to date on the current business environment. They will hold community meetings that
will assist in monitoring the implementation progress. They will also hold monthly to assess any
feedback from the public that should be considered. Even though this team will be taking the
responsibility of heading up the change process, each area of the organization needs to assist
them along the way as well as ensuring each area is up to speed on the progress they are making.
Quarterly meetings will also be arranged to evaluate performance and recognize positive changes
that have occurred to provide motivation for the team. The organization will focus on making
changes that make the most of their resource. They will need to ensure that the bottom and top
employees are brought together to eliminate any negative middle space between them that could
prevent positive and meaningful change. The teams would primarily focus developing solutions
to their social, economic, and environmental issues that are present by changing their processes
internally. They can focus on conserving more energy, increasing recycling organization wide,
and monitoring waste management to reduce the amount of waste the organization produces.
Running head: CONSULTING PROPOSAL #2 8
Some practical ways this can be achieved is evaluating the organizations equipment to determine
if it is as sustainable and environmentally friendly as it can be, or if there are room for
improvements and upgrades. As changes are made to conserve energy and reduce waste the
team will monitor the results monthly and they will assess if the new changes implemented
impacts the bottom-line negatively or positively.
Although young change agents might lack real world experience and even other
important qualities, they can easily compensate for this with their enthusiasm and passion.
Successful change agents are usually characterized by their ability to achieve results in three
important areas. “1. results in improved financial and/or customer service performance, 2. results
in greater job satisfaction or reduced dissatisfaction among employees, and 3. results in cultural
shifts aligned with the visions, strategic directions and aspirations espoused by senior
management” (Kur, 1998). They have to be able to create a clear vision and direction for a
attainable and hopeful future. I would suggest that young change agent that are brought on
should be trained and equipped with these skills early on in order to develop well rounded
leaders.
Summary:
Middelburg and Shaw, while new to PwC, are valuable assets because of their passion
and drive, as well as their eye for where change is needed. Young change agents provide a fresh
new outlook for sometimes routine and unexciting environments. Oftentimes low ranked
employees can accomplish things that upper managers never have the time to do, like research
ideas, write reports, and organize projects, while upper manager can have these discussed and
implemented because of their leadership position (Jick & Peiperl 2011). This is why it is so
important that executives do not forget the importance of these young junior employees, because
Running head: CONSULTING PROPOSAL #2 9
they have a lot to offer. It is important for any organization to develop these junior employees
and take time to help them learn and grow. This demonstration of leadership will also allow these
employees to feel cared for, and developing these young individuals ensures that the leaders of
the future are well equipped to take over when its their turn to lead. Barry Oshry provides a
guide to follow as well as some great points to consider in regards to the middle space and how
big of a role the middle space can play. Shaw and Middelburg could have easily tossed in the
towel in frustration because their plan was seemingly not going anywhere, but they believed in
the cause and they were persistent in their attempts for change. They both brought new ideas and
concepts to offer PwC, and through different approaches and varying audiences they were able to
illustration the need for change to PwC. They began to have small victories which proved to be
vital in the implementation process because organizations like PwC that are afraid of changing
often do not make it far enough in the process to see any results. This shows that because there
were successes early on the implementation plan has great potential of effectiveness. The team
was eventually able to get the organization on their side from the bottom by gaining support and
building credibility from the top, and change started to take root in PwC. With the resources PwC
already possesses they have great potential to reach the desired goal of being a global leader as
long as they stay on track to reaching the team’s established new values for the future.
References
Running head: CONSULTING PROPOSAL #2
10
Chen, G. , Kirkman, B. , Kanfer, R. , Allen, D. , & Rosen, B. (2007). A multilevel
study of leadership, empowerment, and performance in teams. Journal of
Applied Psychology, 92(2), 331-346.
Curtis, E. , & O'Connell, R. (2011). Essential leadership skills for motivating and
developing staff. Nursing Management (Harrow, London, England : 1994),
18(5), 32.
Jick, T. D., & Peiperl, M. A. (2011). Managing change: Cases and concepts
(3rd ed.). New York, NY: McGraw-Hill.
Kur, E. (1998). Why some successful change agents last and others don't.
Employment Relations Today, 25(1), 39-59.
Mohr, D. , Burgess, Jr, J. , & Young, G. (2008). The influence of teamwork
culture on physician and nurse resignation rates in hospitals. Health
Services Management Research, 21(1), 23.
