Change Management Plan

Executive Summary

Change management is an important aspect of every organization because it aims to change systems, bring new ideas, and enhance the overall company. This research report focuses on using a primary data collection approach and explore a dedicated change management strategy. The report draws mostly on public sector organizations in the UAE and their change management strategies for introducing innovation within the company. Using Kotters Change Management Framework, the report has combined primary data findings through a survey for recommending a change management plan for public sector companies in UAE. The findings of the study highlight several aspects which are important during such change initiatives. This includes different types of aspects such as leadership, organizational change vision, team management, and necessary resources for change. This is followed by identifying different challenges/obstacles during change management practices and strategies for resolving them.

Introduction

Today's corporate climate is causing unprecedented levels of change. The speed of technological change, in particularly, is increasing, necessitating continuous oversight of migrations to new systems and practices by organizations. When such changes necessitate structural rather than project-level modifications, firms must execute organizational transformation. Organizational development management is intended to mitigate the negative consequences of any broad, structural reforms in a firm. Change management, in particular, works from both the regional and global level. Whether that's asking employees to learn new abilities, redistributing duties and objectives, or invest in infrastructure technologies or systems, the organizational change process takes a top-down model of change. Although change at the design stage is essential, it does not typically transcend beyond the project's bounds. Such that, project-level change might have an individual or specialized impact. Organizational change, on the other hand, impacts all employees in a given firm, encompassing individuals and teams operating on diverse projects. One may argue that organizational transformation includes project-level change. As a result, organizational change likely to also be experienced more deeply and over a longer length of time. This report also focuses on a similar and dynamic organization in the UAE.

The report aims to target public sector organizations, including different companies in UAE. The scope of this plan is to introduce a change management strategy for implementing innovative technologies. This includes integration of different devices, even for the most basic functions. For example, automated systems can help employee keep track of their time schedule. This type of system enables employees to use dedicated chips and scanners. Innovation within the organization involves change of different systems and processes. This helps the company to improve its overall standings in the market and with competitors. The report aims to document this change and provide a feasible and implementable change management model. The model is inspired using Kotters eight change management steps to provide a cohesive strategy.

Change Management Objectives

The report aims to analyze a local UAE company, Inflexion, and provide a change management process that can help the company. This includes understanding the change management model and determining the impacts of this provided change. The report, hence aims to achieve the following objectives:

1. To identify the core relationship between organizational level and innovation.
2. To determine the relationship between age and restrictions
3. To identify relevant change management model applicable for the selected organizations
4. To determine appropriate change management steps to implement the selected change in the organizations
5. To identify relevant bottlenecks/challenges in terms of implementing the change in the selected organizations
6. To provide recommendations for improving the change management plan for the selected organizations

Change management/Research Questions

As identified above, the report has a multiple tier of objectives/aims to determine an appropriate change management process for the selected company. This change management plan will also help to answer the following research questions:

• What is the core relationship between organisations level and the innovation?
• Is there any relationship between the age and Restrictions?

Change Management process

Definition of change

This has been the most critical stage in putting an effective change management plan in place. As a change seeker, businesses need to be able to communicate their visiondefining the problem, their remedy, as well as the outcomes that will occur after the change is implemented.

Defining the Change Measurements

Now that the goal has been established, it is crucial to reflect on the details. Managers must be incredibly clear on the questions asked at this juncture.

Building a Team

After carefully crafting the vision, companies must go on to what the most challenging step is typically: assembling a core team.

Engaging Employees

The next step of the process requires managers and companies to on-board employees with the required changes. Employees in the business who feel a feeling of ownership and connection assist to establish a cohesive team and assure success.

Creating SMART Goals

It is critical to begin the work of defining minor goals that may be completed quickly in an efficient change management approach. These "little successes" assist to get the ball moving.

Assessment and Adaptations

The next stage after creating the goals is assessment and adaptation towards these goals within the organizational environment. This assessment defines understanding how these goals and objectives can navigate the company during this change.

Communication of the change

Employees should be informed in advance of any changes which will take place inside the business. Open and efficient communications with everyone, not just those directly involved, aids in a smoother experience into the "transformed" phase.

Proposed Change Management Model

Although definitions differ, change management typically focuses on how individuals and organizations execute organizational change.

Kotters change management model

The world is changing as new innovations and technologies replace previous ways and practices. Organizational change, on the other hand, is frequently greeted with opposition, particularly in long-standing companies. However, because adaptation is a requirement for long-term economic success. The eight-step model presents sequential steps that help to navigate the change process.

Step one- Creating Urgency.

The concept that a change is required for the organization performance may be highly strong. Argument for transformation is likely to expand if managers can establish an atmosphere in which people are aware of an ongoing problem and therefore can understand a potential solution.

Step two- Form a powerful coalition

It will be difficult to manage the entire transformation process upon on basis of a single management alone. Therefore, it is critical to establish a coalition to assist managers in directing others.

Step three- create a Vision for Change

The transformation vision and strategy paint a picture for the organization of what the world will look like when the change is accomplished.

Step four- Communicating the Vision.

Developing the concept is not enough to get acceptance; it must also be shared throughout the business.

Step five- Remove Obstacles from change management.

Obstacles are some of the most imminent parts of a change management plan and strategy because they can result in several other issues. These obstacles are either classified as human or technology-related.

Step Six- Creating short-term goals.

Change processes sometimes take time to bear fruit, which can lead support to dwindle if people believe their efforts have been in vain. As a result, it is critical to show the benefits of the new approach by achieving some short-term successes.

Step Seven- Building on the Change

Many change procedures fail because complacency sets in at the end, and projects are not completed correctly. As a result, Kotter contends that it is critical to sustain and consolidate the change even once it has been achieved.

Step Eight- Anchoring the change in culture.

Simply altering workers' behaviors and practices is not necessarily enough to instill a cultural shift throughout the organization. To have a long-term impact, the adjustments should become a component of the organization's core.

Our Recommendations

Change Management Plan

Using primary data collection, the report has identified several variables related to innovative change. The findings of the survey have helped to identify people who are willing and ready for change. The change management plan is divided into different sections to assist people for creating a cohesive strategy. All of these steps are motivated from Kotters Eight Step Model.

Step 1

The first step of the model describes building an urgency around the overall change and laying down the actual requirements.

Step 2

The second step of the change management process according to Kotters overall theory is to create a team.

Step 3

The organizations then need to create strategic initiatives and vision of the change in reference of what it will achieve.

Step 4

The fourth step of the change management process will require the company to communicate all of its desired changes with the employees.

Step 6

The sixth step, according to the Kotters framework is to create several types of short-term goals for the employees.

Step 7

The seventh step of the change management process is building on the change and actually implementing the planned objectives.

Step 8

The last step of the change management process in monitoring and evaluating the overall change in the company.

Discussion of Results

For many businesses, innovation is a critical driver of funding and a crucial factor of strategic edge. As a result, organizational formation is critical to the idea generation. Organizational and technical advancements are inextricably linked.

Conclusion

This plan's purpose is to develop a change management approach for deploying innovative technology. The purpose of this report is to record this change and to propose a realistic and implementable change management approach. To offer a cohesive approach, the model is influenced by Kotter's eight change management phases. Knowing the change management plan and assessing the effects of the supplied change are part of this.

Questions:

- What is the construct that you used on final project ?

- What steps or drivers that you found in final project?

- What is the main activities or main steps you used?

- What is the main result you obtained?

(please type the answers)

For Example, contruct change management plan depend on 7 constant ( and we have to explain them......), Then you apply the 7 constant by using Kotter Model, They have Kotter Model (the steps are.....), Finally we get main result ( which are......)

3 6 .7 .7 .7 8 Table of Contents Executive Summary Introduction...... Change Management Objectives.. Change management/Research Questions The Seven Constants/Components of a Change Management Process Definition of change. Defining the Change Measurements Building a Team Engaging Employees Creating SMART Goals. Assessment and Adaptations Communication of the change Data Collection and Analysis. Analysis... Recommendation Proposed Change Management Model... Kotter's change management model.. Step one-Creating Urgency. Step two-Forming strong coalition in the company. Step three-Vision for Change..... Step four-Communicating the Vision...... Step five-Remove Obstacles from change management Step Six- Creating short-term goals, Step Seven-Building on the Change Step Eight-Anchoring the change in culture. Our Recommendations......... Change Management Plan Discussion of Results Conclusion References 11 11 12 13 .13 14 14 15 .15 .16 .16 .17 17 21 22 22 Data Collection and Analysis The innovation is very important thing in the company; also, it is Innovation Sees the Light. In report we will discusses the most important information about innovation which is going through the survey that was sent to 25 employees in the service sector in the workplace. To take their feedback on innovation in the workplace, we received 22 anonymous responses from different parts of the work who answered 48 points divided in to 8 sets of questions that are based on a systematic system to identify opportunities and recommendations for managing change through action planning. This report will focus on the questions listed below:- What is the core relationship between organizations level and the innovation? Is there any relationship between the age and Restrictions? We will analyses these questions at the service sector and put recommendations that will support to improve the innovation at the work environment Analysis The total result in this survey in innovation culture between the management levels is 5.6and the operation level is 5.6 it is looks same in this is an indication that the are strongly agree with the innovation which is positive indicator in the work environment and puts innovation at the centre of the enterprise. When that priority is communicated, ideas start coming to the surface. Once it's clear that there is a new and unified direction in the building in my Opinion they gave the chance for the employees to feel free to share. The future goals to reach 7 in the end of 2021. Group Attitude Management Culture Restriction External Prio Systemati analysis rity 5.1 5.4 5.4 5.5 5.6 5.4 5.2 Managerial Level Operational Level 5.6 5.6 5.8 5.7 5.6 5.8 5.5 The total result in this survey regarding the ages of the employee's and the restriction is quite different The result between employees that ages 41-50 show 4.7 the lowest group in the survey in restriction in innovation, my Opinion the basic reason is for this group they are not interested to the innovation subject is fair for the new ideas and the change in the work placement environment and they prefer to be in the same stage which make them feel comfortable and also and there are not ready for the new challenges. The result in groupage between 31-40 is show 5.6 in the in restriction in innovation they are strongly agree which indicated that they are ready to change and to have this group of ages are welling to face the challenges and go through the innovation d-stage what I see here is Innovation turn that on its head, promoting a culture that challenges convention. Jarring at first that is an improvement that opens the door toward a more modem way of approaching business. Group Culture Restrictions Attitud Management Priority Systematica External analysis 5.5 5.4 53 5.7 4.5 4.5 4.7 5.1 52 31-40 5.6 41-50 4.7 4.8 45 42 Recommendation First of all We are very happy with the paragraph A results between the ops and management level that shows that our management are improving the innovation environment, referring to the above result We strongly agreed with the innovation and change in the work placement and have a good strategy plane and implement it. For the group of ages that show the lowest result we should put a-plan to encourage them for the innovation for example include them in innovation work shop and training to develop the innovation trust and develop the skills of change. It's time for the enterprise to move towards Organizational Innovation. When yours does, it helps to grow the organization to good future. Proposed Change Management Model Although definitions differ, change management typically focuses on how individuals and organizations execute organizational change. Change, sometimes alluded regarded for the only permanent, is an ever-evolving phenomenon that impacts everyone. And, however there is no real straight or incorrect approach to manage transition. There are several tried-and-true organizational change strategies that businesses return to time and time over. Managing change and adapting to it takes some time, effort, attention, and training, which is why many knowledgeable people throughout the world have developed appropriately organized and specified frameworks to manage change