Case Study: Implementing Organizational Change at Sunny Day Corporation

Background: Sunny Day Corporation is a mid$-$sized manufacturing company that has been facing increased competition and declining market share in recent years. The leadership team recognizes the need for a significant organizational change to improve efficiency, innovation, and overall performance. The proposed change involves implementing a new technology infrastructure, reorganizing work processes, and fostering a more collaborative organizational culture.

Issues:

$1.$ Resistance to Change: Many employees are resistant to the proposed changes, fearing job insecurity, increased workload, and the challenges of adapting to new technologies.

$2.$ Communication Gap: There is a lack of clear communication regarding the reasons for the change, the expected benefits, and the roadmap for implementation.

$3.$ Lack of Vision Alignment: Employees and middle managers are not fully aligned with the leadership's vision for the change, leading to confusion and a lack of commitment.

$4.$ Inadequate Skill Development: The workforce lacks the necessary skills to effectively operate and leverage the new technology.

Lewin$$s model $$ Unfreeze

Kotter's $8-$Step Change Management Model:

$1.$ Create Urgency:

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$2.$ Build a Guiding Coalition $($team$)$:

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$3.$ Create a vision for change:

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$4.$ Communicate for buy$-$in:

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Lewin$$s Model: Move

Kotter$$s steps:

$5.$ Enable Action by Removing Obstacles:

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$6.$ Generate Short$-$Term Wins:

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$7.$ Don$$t let up$,$ build on change:

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Lewin$$s model: Refreeze

Kotter$$s steps:

$8.$ Make change stick $$ make it part of the culture:

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