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Provide a brief description of the status of the company that led to its determination that a change was necessary. Identify the model for change theory typified in the case study of your choice. Discuss what led you to identify the model that you did. Illustrate the types of evaluation information that were collected and how they are used to benefit the company. Predict the success of the changes within the next five years and how adjustments could be made if the results become less than ideal.

Paper For Above instruction

The necessity for organizational change is a common theme in corporate evolution, driven by internal challenges and external market pressures. Analyzing a case such as Avon Products or GE Money America reveals foundational reasons prompting leadership to implement significant transformation strategies. This paper aims to explore the initial status of the chosen company, identify the relevant change management model, evaluate the information used to measure progress, and predict future outcomes based on current strategies.

Company Status Leading to Change

In the case of Avon Products, the company's initial stagnation in sales and declining market share signaled the urgent need for strategic change. By the early 2010s, Avon faced stiff competition from emerging direct-selling brands and e-commerce platforms, causing a decline in traditional sales models. Internal challenges, such as outdated marketing approaches and operational inefficiencies, further exacerbated their position. Market analysis reflected decreasing consumer engagement and profitability pressures, compelling leadership to reconsider the company's strategic approach and embrace innovation. Similarly, GE Money America's shift was driven by the overhaul in the financial industry post-2008 financial crisis, requiring more robust risk management and operational restructuring to restore stability and growth.

Such internal and external pressures highlighted the necessity for change, leading companies to embark on transformation initiatives to realign their business models, improve competitiveness, and sustain long-term growth.

Identification of Change Theory Model

The change model most applicable in these case studies is Kurt Lewin's three-stage model: Unfreezing, Changing (or Moving), and Refreezing. This model was identified based on the systematic approach the companies employed to execute broad organizational change. In Avon’s case, the management began with unfreezing existing beliefs around marketing and distribution channels, recognizing the need to challenge the status quo. The subsequent "changing" phase involved implementing digital marketing strategies, restructuring sales commissions, and overhauling product lines. The refreezing phase stabilized these changes by integrating new practices into organizational culture through continuous training and stakeholder engagement.

Similarly, GE Money America adopted Lewin's model by first unfreezing its operational inflexibility rooted in legacy systems, then transitioning into a new risk management framework and operational infrastructure, finally stabilizing these changes through policies and process reinforcement. The logical sequence of Lewin's model aligns well with these organizational change efforts because of its emphasis on minimizing resistance and fostering durable transformation.

Evaluation Information and Its Use

The companies collected various forms of evaluation data throughout their change initiatives. Initial assessments involved employee surveys, stakeholder interviews, and performance metrics to establish baseline conditions. During implementation, real-time sales data, customer feedback, process efficiency measures, and financial reports assessed progress and pinpointed areas needing adjustment. For Avon, key evaluation indicators included increased online engagement, the rise in direct sales, and market share recovery. This data informed strategic adjustments, such as refining digital marketing campaigns and sales incentives to optimize performance. For GE Money America, evaluation centered on compliance metrics, operational costs, and customer satisfaction indices, guiding ongoing refinements in risk management protocols and technology deployment.

This continuous feedback loop enabled the companies to make informed decisions, reinforce successful strategies, and pivot away from ineffective ones, thereby increasing the likelihood of achieving long-term organizational change success.

Future Success and Adjustment Strategies

Looking ahead, the success of these change efforts over the next five years hinges on sustained leadership commitment, ongoing innovation, and adaptive capacity. For Avon, maintaining digital innovation and expanding into emerging markets are critical to counter competitive pressures and declining traditional sales ecosystems. If market responses falter, adjustments such as diversification of product lines or strategic alliances might be necessary to rejuvenate growth. Similarly, GE Money America's future hinges on leveraging technological advancements to improve risk management, customer engagement, and operational efficiency. If results show stagnation, re-evaluating strategic initiatives, renewing technological investments, and enhancing employee training could serve as pivotal adjustments.

Both companies must continuously monitor relevant metrics, adapt to shifts in customer behavior, and innovate to sustain competitive advantage. Organizational agility and proactive management will be vital in navigating upcoming challenges and ensuring enduring success.

References

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