The Goals Needed in Planned Change Essay Example
The Goals Needed in Planned Change Essay Example

The Goals Needed in Planned Change Essay Example

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  • Pages: 8 (2092 words)
  • Published: October 12, 2017
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Introduction: The objective of a planned alteration is to improve an organization's ability to adapt to environmental changes. The anticipation is that these changes will bring about better employee behavior, ultimately leading to enhanced organizational effectiveness and efficiency.

This assignment is focused on a case study about strategic change management at AEGON Company. As discussed in the training presentation, strategic change management involves setting a visionary goal for the company and implementing an innovative approach to achieve it. This requires collaboration from the entire company, its employees, and stakeholders. The case study discusses several points:

  • Developing systems to involve stakeholders in change planning and creating a change management strategy with their input.
  • Evaluating the effectiveness of the systems used to involve stakeholders in change planning.
  • Explaining the systems and processes that would need to be or have been developed to ensure stakeholder engagement in the
    ...

    change.

    Strategy creative activity for managing opposition to change

    • Reviewing the effectiveness of management actions taken to overcome any identified cases of opposition.
    • Discussing the most important characteristics in successfully implementing organizational change, using at least two organizational models as examples.
    • Creating a plan to implement a model for change and developing appropriate measures to monitor progress.

    With customers' changing opportunities, organizations must constantly adapt in order to stay competitive. When facing pressures for change, managers may look for situations that are familiar to them.

    The process involves gradually educating the traditions in which they operate, step by step. This is considered incremental change. However, improving little by little may not be sufficient. There is a need to adapt to all of the main changes in the surroundings.

    The absence of strategic impetus results in adverse effects. Strategic impetus is when

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a company makes difficult and significant decisions to effectively address changes in its business environment. Managers within the organization must fully embrace the change in order to achieve strategic impetus. This leads to a responsive administration. (AEGON-Embracing and pursuing change, n.d.)

AEGON Group is one of the largest life insurance and pensions companies globally, with ownership of pensions, life insurance, management, and advisory businesses in the UK. With 27,000 employees and over 25 million clients worldwide, AEGON's primary markets are in the USA and Netherlands. However, since 1994, the UK has also become a significant and increasingly important market.

In 1994, AEGON acquired a significant stake in Scottish Equitable, a well-established brand with a long history dating back to the 1830s. Since then, AEGON's presence in the UK has expanded through both organic growth and acquisitions of other companies. Despite these developments, the overall recognition of AEGON in the UK has remained relatively low, as the acquired companies largely maintained their individual identities.

AEGON recognized that its limited level of consciousness could potentially hinder its ability to achieve its goals. As a result, it sought to combine the global strength of its parent company with the expertise and reputation of its UK subsidiary brands, such as Scottish Equitable, which comprise AEGON in the UK (AEGON-Embracing and pursuing change, n.d.). In this discussion, we will examine the success that AEGON in the UK has experienced through embracing and implementing change. This change is helping AEGON make progress towards its objective of becoming "the best long-term savings and protection business within the UK."


Kurt Lewin's change model

In the early 1950s, psychologist Kurt Lewin developed a model for managing change.

The freezing theoretical

account of alteration involves moving from one still status to another through a province of activity. This change is managed in three stages: unfreezing, altering, and re-freezing. Phase 1, unfreezing, is the preparation stage where we acknowledge the need for change and are ready to step out of our comfort zone.

(Kurt Lewin alteration direction theoretical account, n.d.). In the second phase of passage, known as alteration, we go through an internal process of accepting and making the required changes. This process occurs in response to a change.

) . Phase 3: Freeze ( or Refreezing ) The third phase, often called 'refreezing', involves establishing stability after changes have been made. During this phase, the changes are recognized and become the new norms. People establish new connections and become comfortable with their routines.

This will definitely take some time. (Kurt Lewin change management model, n.d.).
The 8 steps of John Kotter's change model
Each stage of Kotter's change model recognizes a fundamental principle identified by him regarding people's response and approach to change, and how people perceive, experience and eventually change. It is beneficial for an adequate number of people within an organization to desire change for it to occur.

According to John Kotter's guiding principles for leading change, creating a sense of urgency helps leadership initiate inspiration and get things moving. The main challenge faced by leaders during a change process, according to Kotter, is getting people to change their behavior.

Peoples modify their behaviour when they are motivated to do so, and that can be achieved by speaking to their feelings. '' ( John Kotter 's guiding rules for taking alteration, n.d. ) .

  • AEGON UK had the following

driving forces for organizational change.

  • Fiscal restructuring in the United Kingdom.
  • Growth in population and alterations in demographic properties.
  • Cultural variegation in the UK.
  • Changes in societal dimensions of the United Kingdom.
  • Development of ideology and policies.
  • Addition in the domestic buying power.
  • Institutional and policies neglect concerning the fiscal products.
  • High competition and associated challenges.
  • Deficient Management patterns.
  • Inefficiency in Procedures

    The most suitable change model fitting for AEGON UK will probably be Kotter 's Eight Step Change Model.

    Long-term changes require preparing employees for the future, but there are disadvantages to this method. It is most suitable for companies because of its simplicity and applicability in divisional changes. Divisions with a shorter history have an easier transition compared to the rest of the company since individuals are less resistant to change.

    (Strategic alteration direction, n.d.). AEGON UK engages in strategic planning with a focus on the long-term, typically spanning a time frame of three to five years.

    The limited timeframe makes long-range planning difficult, as it requires creating a new program instead of continuing with current strategies. It is also challenging to get all stakeholders on board with the organization's plans and ensure they follow through with important tasks. Another challenge is reducing the time it takes to complete the planning process. To overcome these challenges, involving all employees and stakeholders in strategic planning is crucial, as well as finding a fast planning process. For this purpose, the researcher will utilize the Large Group Interventions Technique to address the proposed changes at AEGON.

    (Strategic alteration direction, n.d.). The individuals directly impacted by an organization's decisions are the stakeholders. A stakeholder

    can be internal (management, employees, etc.)

    The stakeholders in an organization can be categorized as either internal (employees, management, etc.) or external (authorities, providers, banks, media, shareholders, etc.). Each stakeholder holds a unique perspective on the organization. During the change process, stakeholders can participate in various ways by contributing to problem-solving efforts and staying informed about progress towards corporate objectives. It is essential to mobilize the appropriate resources at the right time in order to successfully implement the strategic change management plan (Strategic change management, n.d.).


    Workforce Development

    The employees serve as the most significant stakeholders within the organization.

    These individuals are those who are skilled in effectively implementing the alteration process. The new CEO assured the employees and informed them about AEGON's current status and future goals. He explained the reasons behind this change. The CEO introduced job rotation, which involves opportunities for employees to switch from one position to another, thus providing them with a career path.

    The CEO organized a Management Development Program in collaboration with a leading management college for the training of the workforce. (Strategic change management, n.d.).

    Creating a Unique Market Position

    In order to reinforce the brand identity of AEGON in people's minds, the CEO conducted an external promotional campaign to emphasize the connection between the well-known Scottish Equitable and AEGON.

    The CEO communicated with the media, discussing the reasons for the alteration and explaining how it will benefit the stakeholders (Strategic alteration direction, n.d.). It is well-known that stakeholders play a crucial role in the successful implementation of organizational changes.

    Stakeholder Management Strategy is a crucial topic that successful individuals utilize to garner support from others. Stakeholder Analysis is the method utilized to identify

    the key individuals who must be convinced. Stakeholder Planning is carried out to establish the support that aids organizations in achieving success ( Strategic change management, n.d.).

    The advantages of employing a stakeholder-centered approach

    The perspectives of the most influential stakeholders to shape change implementation at an early stage.

    By receiving support from strong stakeholders and their input, the company can be backed up and the quality of the project can be improved. Additionally, seeking support from strong stakeholders can increase the chances of successfully achieving strategic goals and obtaining more resources. Communicating with stakeholders early on ensures that they fully comprehend and appreciate the benefits of the company's purpose, leading to active support from them.

    By incorporating actions into your program that will garner support, you can effectively manage opposition to change in the organization (Strategic alteration direction, n.d.).

    Scheme for managing opposition to change in the organization:

    The following strategies can be implemented to effectively manage opposition to change in AEGON.

    • There will be a workflow procedure in order to accomplish consequences for common benefits for employees and organisation.
    • There will be an Authority Process in order to direct behaviour in the involvements of the organisation and its participants.
    • There would be a Reward and Penalty Process to bring on people to act in off required by the involvements of the organisation and its participants and / or to act in a manner doing associated activity possible.
    • There will be a Perpetuation Process to keep, refill, and do equal the measure and quality of societal and natural resources utilized by the organisation and its participants.
    • There must be an Identification Process to develop a construct of the integrity, uniqueness

    and significance of the organisation.

  • There will be a communicating procedure to supply for the exchange of information, thoughts, feelings and values etc utilized in all activities to the stakeholders.
  • There must be an rating procedure which establishes standards for and defines degrees of public-service corporation and value for people, stuffs, thoughts,
    (Strategic alteration direction, n.d.).
  • Model for implementingA alteration in the organization

    Model for alteration implies towards overall scheme integrating change into organizational culture. The following steps are typically taken when implementing model of change:

    • Assessing need for change
    • Forming strong alliance
    • Creatinig idea for change

    Integrating change into organization.

    According to Strategic alteration direction, the CEO of AEGON implemented the same model in order to bring about change in the organization. Recognizing that the company was not performing well compared to its competitors, the CEO realized the need for change.

    • The legislative limitation of price resulted in decreased profitability.
    • There was a lack of brand awareness which was getting worse.
    • Customers had difficulty understanding the purpose of the services offered by AEGON.

    These factors necessitated an immediate and large-scale change within the organization.

    The CEO conducted a SWOT analysis of the company and decided to develop a new behavioural model for the staff known as the "8 behaviours" model. The CEO also arranged managerial preparation for the workforce. Further, he addressed stakeholders by simplifying fiscal services, developing the workforce, and establishing a brand awareness campaign (Strategic change management, n.d.).

    The eight behaviours are:

    • Think client
    • Embrace change
    • Encourage excellence
    • Act with integrity
    • Decisive action
    • Work together
    • Learn and grow
    • Relate and communicate (AEGON-Embracing and pursuing change, n.d.)

    Conclusion:
    There is nothing permanent except change. It is continuous. The process of change is an expedition. Business organizations will

    always be influenced by external factors. AEGON responded to these factors by simplifying, clarifying, and strengthening its brand in the UK.

    As organizations evolve, their patterns of behavior and cultural development thrive. AEGON, in particular, follows a pattern in which the organization utilizes its knowledge to gain insights from past experiences. This has aided AEGON in advancing towards reaching its maximum potential and staying competitive in a challenging market. (AEGON-Embracing and engaging in change, n.d.) AEGON acknowledged the necessity of establishing a stronger presence in the market. The changes implemented have resulted in a greater emphasis on customer satisfaction within the organization.

    As a result, it is more efficient.

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