Vision Alpha, a computer hardware solutions company, is dealing with internal conflicts as a change in strategy is being pushed for. The strategic decision to match market demands is shown in the anticipated change from hardware to software solutions. The CEO, Lisa, acknowledges the need for change. However, resistance to change, especially amongst the senior employees from various departments, poses a threat to this strategic turnabout. The rigid organisational structure of Vision Alpha, owing to the hardware division, makes it difficult for software$-$centric methods to be seamlessly integrated. The reluctance of middle management serves to reinforce these structural impediments. Change is strategically necessary, but current structures and procedures encourage opposition rather than creativity. This problem is made worse by the lack of agile approaches and cross$-$functional cooperation. Internal conflicts over values make resistance worse. Some employees promote creativity and innovation, while others want to hold to the status quo, which is primarily driven by fear of obsolescence and loss of influence. The company boasts a workforce with diverse skills, yet the lack of alignment with the new strategic direction hampers effective utilisation. Plans for upskilling initiatives have also started to face resistance. The leadership style, which is characterised by a hierarchical, top$-$down approach, struggles to inspire buy$-$in and collaboration amidst organisational turbulence. At this point, employee morale and engagement vary across divisions, reflecting the cultural divide within the organisation. Addressing concerns and fostering a shared vision is crucial to mobilising the workforce towards a common goal. In navigating these interconnected elements, Lisa endeavours to create alignment by orchestrating a comprehensive organisational redesign.

Source: Fatima, S$.(2024).$ Case study: A Vision for Vision Alpha $[$Case study$].$

Task:

As an HR Manager, discuss the ways in which you would support the organisational change initiative at Vision Alpha using McKinsey$$s $7-$S Model. $(25$ marks$)$