Assignment 2: Avon Products Or GE Money America Case 585912

Assignment 2 Avon Products Or Ge Money America Case Studydue Week 4 A

From the Goldsmith & Carter textbook, select either the Avon Products or GE Money Americas case study. Write a 5-7 page paper that includes:

• A brief description of the company's situation that led to the need for change.
• The change model theory exemplified in the case study, along with reasoning for this choice.
• The evaluation information collected and how it benefits the company.
• Your speculation on the success of the changes over the next five years and potential adjustments if outcomes are less than desired.
• At least five credible academic resources (excluding Wikipedia and non-academic websites).

Paper For Above instruction

The case study analysis of either Avon Products or GE Money Americas offers valuable insights into organizational change management. Understanding the circumstances that precipitated the need for change is essential to comprehend how these corporations responded to internal or external pressures. Additionally, identifying the change model employed informs the strategic framework guiding the transformation, while evaluating collected data elucidates the decision-making process and continuous improvement strategies. Finally, projecting future outcomes provides a comprehensive view of the change’s sustainability and adaptability, underpinning effective long-term planning.

Introduction

Organizational change is a complex process often driven by internal challenges or external market pressures. In the case of Avon Products, the company's decline in market share and shifting consumer preferences prompted a strategic overhaul. Conversely, GE Money Americas faced financial restructuring amid economic downturns and regulatory challenges. Both cases exemplify the necessity for adaptive change management strategies that align with organizational objectives.

Background and Need for Change

In Avon’s case, declining sales and evolving consumer expectations for environmentally sustainable and ethical products created a significant market challenge. The company's traditional direct-selling model was insufficient for maintaining its competitive edge, necessitating a fundamental strategic shift towards digital platforms and diversification of product offerings. For GE Money Americas, the financial crisis of 2008 exposed vulnerabilities in loan portfolios and risk management, compelling the organization to reevaluate its lending practices, risk assessments, and operational efficiencies. Such circumstances highlight the importance of initiating change to ensure organizational resilience and growth.

Identifying the Change Model Theory

The Kotter’s 8-Step Change Model is a prominent framework often identified in corporate change scenarios. In examining the case of Avon, leadership utilized this model by creating a sense of urgency around digital transformation and mobilizing teams to develop a shared vision. Communication strategies and early wins facilitated employee buy-in, aligning with Kotter’s emphasis on building coalitions and generating short-term successes. For GE Money Americas, Lewin’s Change Management Model—with its three stages: unfreeze, change, and refreeze—illustrates the phased approach to restructuring, emphasizing the importance of preparing for change, implementing new practices, and institutionalizing the changes.

Evaluation Information and Organizational Benefits

Both companies collected various forms of evaluation data, including sales metrics, customer feedback, process efficiency reports, and financial indicators. Avon analyzed digital engagement analytics and sales data to gauge the effectiveness of its new online channels. Conversely, GE Money Americas tracked loan default rates, risk-adjusted returns, and compliance metrics. These evaluation measures facilitated agility, allowing adjustments in marketing strategies, operational processes, and risk management practices. Such assessments underpin successful change initiatives by providing real-time feedback essential for continuous improvement.

Future Outlook and Potential Adjustments

Projected success in the next five years hinges on sustained innovation and strategic agility. For Avon, embracing emerging technologies and refining its digital marketing approach are vital. If results stagnate, further diversification into health and wellness segments or partnerships with e-commerce platforms could be considered. For GE Money Americas, maintaining rigorous risk controls and adapting to evolving regulatory environments will be crucial; should performance decline, revisiting portfolio composition and leveraging data analytics for proactive decision-making would be beneficial. Flexibility and responsiveness remain key to long-term success in dynamic markets.

Conclusion

The case studies of Avon and GE Money Americas demonstrate that organizational change requires a clear understanding of circumstances, strategic use of change models, continuous evaluation, and adaptability. Leaders must be proactive in applying data-driven insights to navigate uncertainties and capitalize on emerging opportunities. Such approaches ensure sustainability and resilience, positioning organizations favorably for future growth.

References

• Burnes, B. (2017). Managing change (7th ed.). Pearson.
• Kotter, J. P. (1996). Leading change. Harvard Business Review Press.
• Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools and techniques (3rd ed.). Kogan Page.
• Hiatt, J. (2006). ADKAR: A model for change in business, government, and our community. Prosci.
• Lewin, K. (1947). Frontiers in group dynamics: Concept, method and reality in social science; social equilibria and change. Human Relations, 1(1), 5-41.
• French, W., & Bell, C. (1999). Organization development: Behavioral science interventions for organization improvement (6th ed.). Pearson.
• Appreciative Inquiry: A positive approach to organizational change, Cooperrider & Srivastva (1987).
• Burnham, J. (2012). Strategic change management. Routledge.
• Waddell, D., & Sohal, A. (1998). Resistance: A barrier to implementing change. Managerial Auditing Journal, 13(2), 66-71.
• Hultman, I., & Lönnqvist, J. (2014). Change management practices in organizations. European Journal of Business and Management, 6(27), 89-97.