Consider the following scenario, which involves a change initiative at Global ProTech.

Executive leadership at Global ProTech is holding a series of meetings focused on changing the organization$$s mission from one of business and technology to one of technology and innovation. Along with this change, there will also be a new organizational structure geared to promoting creativity and innovation.

As the corporate HR executive, you have been asked to take a key role in these meetings, i$.$e$.,$ planning and guiding the initiative. In particular, you have been brought in to develop the structure of the change and anticipate the resistance to change related to moving from a low$-$risk technology focus to a high$-$risk innovation environment.

You agree with recent HR literature that change is better received and often more successful if it is $$reimagined as natural and ongoing rather than episodic$($Kirby$,2019).$ You recognize the current situation as an opportunity to lend strategic HR value to the change process.

Drawing upon Kirby$$s article, $$Changing the Nature of Organizational Change,$$and at least one additional assigned reading, develop a proposal for corporate leadership to utilize in this corporate initiative, positioning it to be a sustainable, thus successful long$-$term, system$-$wide change.

To complete this Assignment, review the Learning Resources for this week and respond to the following key points in a $3-$ to $5-$page academic paper.

Introduce and briefly review the concept of organizational change in a dynamic environment.

Recommend a change management process or approach for this initiative. Provide a rationale and key steps, explaining how they support the recommendation.

As the HR director at Global ProTech, explain what you would do as the change agent to lend strategic HR value to this change process.

Address typical reactions and$/$or obstacles to change that might be expected and, thus, anticipated as part of planning your change management recommendation.