Read the following case study for Trident Ltd. We would like you to adopt the role of consultant to consider the circumstances and advise how change could be instigated to improve the situation within the company. You may use any of the models and approaches discussed so far but must include:

• Force field analysis
• Causes of resistance to change
• Methods for overcoming resistance to change
• Stakeholder analysis
• Planned approaches to change

Write a report of no more than 1,000 words in length outlining your proposed strategy for change.

You should use a variety of concepts and frameworks, and be sure to account for the various responses and demands of those who will be affected by the change.

Your report should identify how you would go about planning, implementing and following up on your change strategy.

We would like you to develop a strategy of change to improve the situation at Trident.

Consider the different aspects surrounding change that need to be addressed and utilise the various models and approaches we have discussed so far.

CASE STUDY TRIDENT LTD Trident Ltd belongs to a large multinational conglomerate, Big Corp, and employs 500 people engaged in the production of printers and the provision of maintenance and after sales service for its printers. Main operations are housed in an ageing factory located in the south east of England while the maintenance and after-sales functions are delivered from a network of small service depots situated throughout the United Kingdom Although Trident makes a range of printers for the home and small business market, its main source of revenue comes from medium to large organisations in the private and public sectors with whom it has contracts to supply printers and their associated servicing. A call centre in the factory deals with enquiries from all customers and potential customers. Trident makes a reasonable contribution to Big Corp's turnover and profitability but its performance has been declining in recent years and is now giving cause for concern to the parent company, Trident's general manager, runs operations in a relatively autonomous way and until recently had not given Big Corp's management any reason to think of becoming more involved in its operations. Over many years at Trident, the general manager has built up a reputation as someone who carefully controls costs but who tends not to pay much attention to client needs as the revenue stream from long-term contracts with Trident's main customers was guaranteed. The general manager is, however, aware of a general sense of unease from a number of customers who have complained about poor after-sales service, delays in carrying out repairs and call centre staff who do not always handle their contacts with clients or the various regional service depots in a professional way. So far nothing has been done to address these issues. Big Corp's senior management are keen to roll-out new information technology systems that will enable better monitoring and control of operations in its various subsidiaries. While this has gone well in most areas of the business, it has been resisted in Trident. Trident's general manager is uninterested and, along with the staff, reluctant to adopt the new systems. Big Corp wants the new systems introduced as they will help to contain rising costs and enable many of the routine operations at both headquarters and in the subsidiaries to be computerised. As a result of the above issues, Big Corp recently commissioned you as a consultant to review operations at Trident You concluded that Trident was facing the following external and internal pressures: External Increasing client dissatisfaction A need to overhaul IT systems across all of Trident's operations A need to introduce more cost-effective operations in the production department Risk from lower-cost competitors in Trident's core business areas Increasing cost Internal: Management reluctance to recognise any problems Low productivity and skills in the production facility and call centres Dissatisfaction from service depots with the call centre Unwillingness to see the need for change Poor staff morale and fear of change Impressed by your initial analysis, Big Corp has now hired you to help introduce the necessary changes at Trident