Jan's Strategy for Product Success

Introduction

The assignment based on the case study basically highlights some of the challenges Jan, a newly appointed C.E.O of SweDigi by the board of SweDigi and the parent company, encountered within the first quarter of production of the new product (a high tech simulation game for use in training in the media company). It states the recommendations Jan should take into action in order to implement the change required in the company successfully. It explains some of the people management issues that justify the difficulties Jan is facing and the necessary steps Jan should take in order to try to solve the problems arising, thus, bringing back to track the launching of the new product. It also elaborates clearly some of the leadership skills Jan should adopt to help solve the current challenges arising and the benefits of the skills. Finally, it outlines some of the effective decisions and effort from the board level to help solve the situation at hand.

People Management Issues

It is significant to take note of the fact that business leaders encounter unprecedented challenges whilst they purpose manage and also adapt their organizations to prosperity, especially in an environment that is full of flux, as well as upheaval. Owing to the fact that change is fast and unpredictable, the main concern of leaders should be on how to handle employees, to adapt to change and to be committed to it, with an aim of meeting a given goal. It is always notable that as organizational leaders contemplate and initiate organizational change, resistance to change often poses as the major phenomenon, which is quite likely to emerge in the course of the change process. Normally, people resist change, whilst considering their self-interests. Resistance to change does not necessarily surface in various standardized ways, rather, it can be overt, immediate, deferred or even implicit. However, it is easier for an organization to deal with resistance to change, especially when it is immediate or overt (Raghu Raman et al., 2007).

Theories of resistance to change

Force Field Analysis

Generally, people find it difficult to accept change as it would be much easier for them to see everything remaining the same. However, after all, inertia is noted to be tantamount to decline, and as such, in a bid to generating as little resistance as possible, Kurt Lewin purposed to introduce the Force Field Analysis, which is a method in which an organization can find it easy predicting in advance, the expected resistance to a proposed change. Notably, change in an organization could be affected in various ways. For instance a reorganization, the introduction of a new technology, new machines, adjustment in work productions, or changes in various working processes (Baulcomb, 2003). By use of a Field Force Analysis, it is obviously clear the forced which can influence change, which include cases such as resistant people, negative attitudes, insufficient skills, as well as knowledge, and even inoperative processes and even structures. Significantly, all these forces often have an effect on either an individual employee, a specific department or even the entire organization. The diagram below shows the Field Force Analysis

Force Field Analysis, as a strategic instrument is used in understanding the necessities for change in a business and also a personal environment. As such, it makes clear, the possible obstacles, which can hinder change as it allows an organization to be aware of various difficulties that it may face in an envisaged change. This theory enables Jan to implement change, and also identify, whilst eliminating and obstacle prematurely (Argyris, 1993). Moreover, through the Force Field Analysis, Jan can be able to distinguish driving forces from restraining forces. In this regard, the restraining forces are just obstacles, which have a significant effect on change, whilst the driving forces do support change and thus encourage positive impacts (Schein, 1996). Owing to the fact that Force Field Analysis comprises of various people in an organization, concerned with change such as employees, technicians, and even internal clients, it is evident that this kind of diversity is paramount (Burnes, 2004). This is because it enables change to be looked at from different angles and possible obstacles identified.

3-step model of change

Unfreezing

In this case, an environment is created, in which case, the desire for change is persuasive, and thus, can allow Jan to be able to motivate his employees to move in a differently new direction. It sets a stage for change by justifying the dire need for altering old behaviours, technology, business practices, as well as processes. In order for a proposed change to be understood, and thus, supported by concerned key stakeholders, and even staff, communication is thus, noted to be paramount. In this stage, Jan can analyse the factors, which are against and for change (Hornstein, 2015).

Change

In an instance where a change environment has been established in the previous stage, actual change is started, in which case, stakeholders purpose to embrace various new way of working with and learning new attitudes, technologies, behaviours etc. It’s difficult overcoming some challenges in this stage, owing to the fact that some stakeholders may have a second thoughts (Tang, 2019). As such, communication, education, as well as support are paramount towards suppressing the change impediments, as such Jan ought to take note of those three factors.

Refreezing or Freezing

In this stage, the action stabilizes, solidifies and reinforces the new systems in the organization after change is initiated. Through adopting new structures, and even habits, the organizational system is refrozen to a totally new state. Notably, this stage is vital in ensuring that the organizational stakeholders do not go back to old working ways. The 3-step model of change is as presented in the figure below:

Managing transitions

Bridges (2009) notes that in today’s organizations, change is regarded as necessary in revitalizing, and improving corporate performance, thus, expounding on the reason why it is necessary to ensure conduct change. In this regard, change involves giving organizational leaders such as Jan the practical ways of bringing every individual in the organization on board. As such, whilst armed with new significant information, Jan would look into future changes in new ways when they are not anxious and not also hopeless, but with the aim of looking for opportunities. In an instance where an organization enforces change. Bridge (2009) points out that the people in the organization have to deal with various issues. The author points out the kind of perceptions, which people who have to make the change work have, and thus, he provides a touch of emotional effect of change, as well as what requires to be done, in keeping it from disrupting the peace of the entire organization (Brisson-Banks, 2009).

Steps for Jan

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Facilitative Leadership for Social Change theory

According to the provision of Hayes (2014), he notes that facilitative leadership for social change theory dictates that leaders should lead in a way that aims at inspiring the followers, whilst inviting participation and building commitment. Leaders such as Jan struggle to find the best way of handling the complexities that he is facing in his organization. For instance, it has come to his realization that the people in his organization are resistant to change as they are not with him, owing to the fact that they have a mistrust for the whole project, and thus, are stuck in old habits, thus failing to appreciate some of the risks, which the organization is facing and also increase in competition in the industry (Blanchard et al., 1985). Effective leadership is not about having to strive to control whatever is uncontrollable. Instead, it is concerned with creating conditions for followers in an organization, in order to effectively cope with certain threats whilst leveraging opportunities, thus enhancing a greater social impact. Notably, facilitative Leadership for Social Change has a belief that presently, leaders in organizations should purpose to inspire and also create various conditions, which enables the followers to practice their best, whilst pursuing shared goals. As such, this includes making is favourable for others to offer their unique talents, as well as perspectives, and for them to be able to speak up whenever they have a problem, take significant initiatives, make significant decision, work collaboratively, and also share various responsibilities for the betterment of the organization (Hayes, 2014). This then makes it evident that Facilitative Leadership for Social Change establishes the fact that in facilitating change in an organization, there is need for leaders to facilitate effective communication. Moreover, the leaders should use significant collaborative skills, as well as tools, in order to tap creativity, experience, as well as commitment to the followers and they ought to have a forum, in which they can be able to explore their challenges, as well as aspirations. In addition, it is notable that when fully embraces, organizational leaders should purpose to fully embrace and also create significant conditions for the followers to move together from enforcing their visions, and thus making actions in various new ways (Blanchard et al., 1985). In this regard, Jan should purpose to follow the following two steps, in order to facilitate effective change, as well as people management in his company:

In accordance with the provisions of the Facilitative Leadership for Social Change theory, Jan should be able to make practical frameworks, tools, as well as skills, in order to:

Firstly, Jan should be able to analyse various situations, based on systems perspectives, to be able to leverage significant transformational change

Secondly, Jan should seek active involvement of the organization’s key stakeholders, in order for him to make well-informed decisions, and thus build a significant commitment to successful implementation.

Thirdly, Jan should purpose to facilitate significant agreement across the organizational diverse perspective, thus, aiding him to generate a breakthrough in making decisions and facilitating actions

Fourthly, Jan should focus on the results, processes, as well as relationships, thus ensuring sustainable success.

Fifthly, Jan should discover shared meaning, thus aiding him to build an alignment for significant concerted action

Finally, Jan should design meeting agendas, with an aim of achieving higher levels of results, processes, as well as relationship satisfaction (Hayes, 2014).

2) Secondly, also in accordance with the Facilitative Leadership for Social Change, Jan should be able to appreciate the manner in which the interior condition of this organization serves as a significant foundation for enhancing intentional leadership.

Kotter's 8-Step Change Model

According to Kotter (1995), he introduced the 8-step change model, which he thought was useful for organizations that were undergoing the process of change. The diagram is as provided below:

Step 1: Creating an Urgency

Jan needs to identify and highlight some of the potential threats, which the company is facing as well as the repercussions that may result in the future. Moreover, he needs to examine the significant opportunities by enhancing effective communication with his followers. Finally, he ought to initiate dialogues with the team members, to enable them understand the need for change and adapt to it.

Step 2: Building guiding teams

Jan should purpose to ensure that he identifies various effective team leaders in his organization, as well as the key stakeholders who may need to be involved and committed in the whole change process. Moreover, he should be ensure that he enhances a powerful change coalition to enable his followers to work as a team (Kotter, 1995).

Step 3: Developing a Vision

Jan should be able to determine the company’s core values, and thus define its ultimate vision, as well as the strategies for enforcing organizational change. Moreover, he should purpose to describe the organizational vision effective for his followers to understand.

Step 4: Communicating for buy-in

Jan should be able to communicate the organizational change in the aforementioned vision often, convincingly and powerfully. In line with his, he should connect the vision with various critical aspects such as training, and performance reviews. Additionally, Jan should handle peoples’ concerns and issues honestly and with total involvement (Kotter, 1995).

Step 5: Empowering Actions

Jan should ensure that the processes involved in the organization, as well as the organizational structure are all in place, and are aligned with the general vision of the organization. Moreover, he should continuously check for various barriers or even people that are resisting change. In which case, he has to implement proactive actions, which aid in removing the obstacles that are involved in the change process.

Step 6: Creating Short-Term Wins

Jan ought to create short-term wins at the beginning of the change process and should also purpose to reward various contributions presented by people that are involved in meeting the targets of the organization (Kotter, 1995).

Step 7: Consolidating Gains

Jan should purpose to achieve continuous improvement in the organization by analysing various significant success stories, and as such, improving from the individual experiences.

Step 8: Making the change to stick

Jan should discuss various success-related stories, with an aim of changing significant initiatives on all the presented opportunities. Secondly, he should he should every individual in the organization regards change as an integral part of the organization culture, as well as such, change should be visible in all aspects of the organization (Kotter, 1995).

ADKAR change model

ADKAR model was developed from a study of 900 organizations across 59 countries, carried out by the US research organization known as Prosci. It is essential in equipping leaders facilitating change with the appropriate skills for planning change management activities and supporting The organizational employees in the course of the change (Hiatt, 2006). ADKAR model has five elements known as change building blocks to be realized as shown in the diagram below:

Awareness: This is a representation of an individual’s understanding of the change nature, the need for that change and the risks involved in not changing (Lenser, 2019).

Desire: represents the willingness of supporting and engaging in change. It describes the personal changes, which the change nature influenced by an individual’s personal situation.

Knowledge: information, training, and education necessary of knowing how to change. It includes information regarding systems, tools, behaviors, skills, job roles, techniques, and processes needed for change implementation.

Ability: represents execution of the change itself. It is achievable when a group has the necessary skills and capabilities to implement change at the required levels of performance.

Reinforcement: represents external factors (recognition, reward and celebration) and internal factors (personal internal satisfaction) sustaining change (Hiatt & Creasey, 2003).

Leadership Style

The production’s first quarter, which is of the new product, it is evident that Jan faced numerous problems that he has to deal with appropriately in order to control the situation and avoid losing his new job as the C.E.O of SweDigi. He realises that hid followers in the organization do not second his thoughts, owing to the fact that they mistrust the entire project as they are stuck in their old habits, thus, failing to give appreciation of the risks that they are facing and there is increased competition in the industry. Hence, Jan needs to apply the following leadership styles in order to help manage the situation and problems hindering the development of the company he has been assigned to help improve;

The Affiliative Style

Goleman in his research on leadership styles argues that affiliative type of leadership is more effective than the coercive and authoritative leadership styles. This is because unlike the two styles, it places people first before anything else. In this style of leadership individuals and their emotions are valued more than the tasks and goals maintaining the happiness of the employees and harmony among them. It has a positive effect on communication since people close to one another engage in talks giving them room to share their ideas and inspirations. This style will boost Jan’s relationship with the members of the company who are not with him hence Jan will be at ease in managing the company swiftly without any resistance from the members of the firm. This style will drive flexibility among members of the firm since friends trust one another promoting habitual innovation and risk taking. Flexibility arises when Jan does not impose structures, which are unnecessary on the manner in which the employees get to do their work. Notably, this style is vital as it can assist Jan in building team harmony, increasing the morale of the employees, and improving their communication (Eagly & Johannesen‐Schmidt, 2001).

Democratic Style

In accordance with the writings of Goleman, this leadership style brings forth a consensus through participation. A leader will have to take his time in receiving his followers’ ideas and thus building commitment, respect, as well as trust. In effectively applying democracy, Jan has to let his followers to bring out their opinions, which may be affecting their goals and the manner in which they carry out their tasks through responsibility and flexibility. By listening to employees’ concerns and issues, Jan will have ideas on what to do to help solve the issues raised and keep their morale high. When Jan involves members in meetings to generate ideas that will see the company progressing he will be encouraging innovations and creative solutions from the members to help solve the organizational issues. The democratic style promotes collaboration, team leadership, and communication, it also works effectively to generate fresh ideas helpful in executing the goals and visions of various organizations. For Jan to effectively launch the new project successfully he needs to involve the members of the firm in trying to work out possible and effective ideas that will help in promoting development (Aronson, 2001).

Coaching Style

Goleman describes this style as one that develops people for the future. This style encourages employees to make long-term goals and have an effective plan for attaining them (Eagly & Johannesen‐Schmidt, 2001). . In order for Jan to achieve his goals and plans effectively he will have to coach his team members to help them identify themselves with the appropriate actions to take and how to take them. Jan should make agreements with his employees regarding their roles, as well as responsibilities in putting into action development plans and also give instructions to be followed. This style will enable Jan instill a sense of responsibility in his members thereby making every one of them rise to that challenge.

Board Actions

The Board of Directors being a body elected to oversee activities of a given firm on behalf of the shareholders is responsible for making necessary decisions on major company issues and establishing policies for corporate management and oversight. Jan will need the intervention of the Board of Directors to successfully help deal with some of the challenges he encountered during the production (first quarter) of the new product. These actions include;

For effective production of the new product the board should form a risk management strategy team that will work towards considering and dealing with factors that may hinder the course of the project (Carnall, 2007). This will give Jan an easy time to concentrate on the production of the new product.

The board of directors should ensure that the company's organizational, as well as capability are made appropriate for the implementing the significant chosen strategies (Hayes, 2014).

The board of directors should ensure the sales agents around the world have a strong digital profile, necessary resources, and improved marketing techniques to help solve the problem of access to important prospective clients.

The board should appoint a new marketing manager to fill the vacancy and solve the differences between Jan and the production manager so as to minimize damages that may be brought about by their differences.

References

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Aronson, E. (2001). Integrating leadership styles and ethical perspectives. Canadian Journal of Administrative Sciences/Revue Canadienne des Sciences de l'Administration, 18(4), 244-256.

Baulcomb, J. S. (2003). Management of change through force field analysis. Journal of nursing management, 11(4), 275-280.

Bridges, W. (2009). Managing Transitions: Making the Most of Change. 3rd edn. London: Nicholas Brealey.

Brisson-Banks, C.V. (2009). Managing Change and Transitions: A Comparison of Different Models and Their Commonalities. Library Management, 31 (4/5), 241-252.

Burnes, B. (2004). Kurt Lewin and the planned approach to change: a re‐appraisal. Journal of Management studies, 41(6), 977-1002.

Eagly, A. H., & Johannesen‐Schmidt, M. C. (2001). The leadership styles of women and men. Journal of social issues, 57(4), 781-797.

Hayes, J. (2014). The Theory and Practice of Change Management. 4th edn. Basingstoke: Palgrave Macmillan

Hornstein, H. A. (2015). The integration of project management and organizational change management is now a necessity. International Journal of Project Management, 33(2), 291-298.

Kotter, J.P. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review, (73) 2, 59-67.

Raghu Raman, S., Budhwar, P., & Balasubramanian, G. (2007). People management issues in Indian KPOs. Employee Relations, 29(6), 696-710.

Shah, M. H. (2014). An Application of ADKAR Change Model for the Change Management Competencies of School Heads in Pakistan. Journal of Managerial Sciences, 8(1).