Change Analysis Introduction In Our A

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In our analysis, we have compared Amazon and Walmart, considering which images of change each has used in a similar scenario. Further, we have examined the effectiveness of each company’s unique approach. Amazon is the undisputed e-commerce leader. Walmart is the largest retailer in the US and is fast gaining on Amazon in the e-commerce space through a variety of innovative approaches in general market competitiveness as well as its approach to human capital and employee satisfaction. The two leaders have been embroiled in fierce competition for some time and will remain at battle for the foreseeable future.

Herein, we evaluate Walmart’s migration from brick and mortar to e-commerce. The firm has largely mastered this move while Amazon has struggled to make the reverse move (see its largely uneventful acquisition of Whole Foods, as an example). Could one of the reasons be Amazon’s images of change and the way in which they differ from Walmart’s? That is one of several questions we will be answering. The selected companies in this case analysis are Wal-Mart Corporation as well as Amazon Inc.

Both these companies are in the retail industry whose headquarters are based in the United States. These two companies are explicitly antagonistic with each other in the industry. However, it must be noted that the strategic management of Walmart Corporation is considering offering it a competitive advantage over Amazon in the industry. Amazon Inc.'s business is more of online selling than offline selling which is the significant difference between the two companies. Select three of the images of change.

When reviewing the Six Images of Change Management, the three images of change we have selected are the Director, Navigator and Coach. Analyze how those particular images would affect the ensuing diagnosis and implementation in your team’s two selected companies on their change plans. The three images of Director, Navigator and Coach affect our two companies' ability to create a culture where employees can excel and succeed. These images also keep their organizations in the top of their industries by being creative, staying innovative and being able to change direction when they become stagnant or complacent. “The director image views management as controlling and change outcomes as being achievable as planned.”

When looking at Amazon’s culture that Bezos has created, “One employee told the New York Times, 'Nearly every person I worked with, I saw cry at their desk.' He lasted less than two years at Amazon. And he's not alone. The median tenure at Amazon is one year; only the driven and obsessed survive. Former Amazon executive John Rossman calls it "the greatest place I hate to work." He even published a book about his experiences with the company titled, "The Amazon Way." The corporate picture painted in the article is one of ruthless brilliance and innovation, with no tolerance for whining or failure.”

From reading the above article you can see that Amazon’s culture was created by someone with a director’s image. When analyzing Walmart’s culture, you can see how they are working towards several initiatives that will boost the morale of their employees: starting salary raised from $9 to $11 per hour, expanded maternity and parental leave benefits, an adoption benefit of up to $5,000 per child, an education program providing discounted college tuition, books, and fees, along with a coach to guide employees, and The Walmart Academy training programs.

When looking at Walmart’s initiatives, you can see how the Navigator image fits within CEO Doug McMillion’s personality. “In the navigator image, control is still at the heart of management action, although a variety of external factors mean that, although change managers may achieve some intended change outcomes, they may have little control over other results.” Mr McMillion can do all the changes he wants but at the end of the day, every employee is motivated by different factors. For those who want more pay, the increase of $9 to $11 may not be worth them making it a career.

With the Coach image, both companies fall into this category at times. “In the coach image, the assumption is that change managers (or change consultants) can intentionally shape the organization’s capabilities in particular ways. Like a sports coach, the change manager shapes the organization’s or the team’s capabilities to ensure that, in a competitive situation, it will be more likely to succeed.” Both companies are very competitive, with Walmart CEO Doug McMillon feeling the need to invest heavily in e-commerce, higher wages, and employee benefits. Amazon has also made several changes to stay competitive—such as expanding fulfillment centers, developing Amazon Go stores, and entering healthcare with PillPack.

These changes significantly impacted each company’s strategic advantages: Walmart has gained ground in online retail, aiming to increase its market share through acquisitions and partnerships; Amazon, meanwhile, is expanding physical presence and delivery control, attempting to maintain its dominance. The impacts were felt across different stakeholder groups; employees faced more rapid change and evolving expectations, while customers benefitted from improved services and expanded options. Amazon’s culture, shaped by its director imagery, fosters innovation but at the expense of employee well-being, whereas Walmart’s approach aims for a more inclusive corporate culture emphasizing employee development.

The strategic shifts reflect the underlying images of change management each company embodies. Amazon’s ruthless, innovative culture (director) encourages rapid change and high performance but can lead to employee burnout. Walmart’s more collaborative and morale-focused initiatives (navigator and coach) aim to sustain long-term growth through employee involvement and development.

The combination of Director and Navigator images provides a balance between control and external adaptability, enabling these companies to innovate while maintaining strategic focus. The inclusion of the Coach image supports ongoing talent development and organizational agility. Applying these images enables both firms to adapt in a competitive landscape, with Walmart emphasizing employee retention and customer loyalty, and Amazon prioritizing operational control and technological innovation.

Conclusion

In conclusion, both Amazon and Walmart employ a combination of change management images that influence their strategic evolution. Walmart’s more inclusive, control-oriented approach fosters stability and long-term success, while Amazon’s driven, innovation-focused culture propels rapid change and market dominance. The effective application of Director, Navigator, and Coach images supports their respective strategies and highlights the importance of aligning change management styles with organizational goals. Overall, the interplay of these images shapes each company’s ability to navigate market demands and sustain competitive advantage in the evolving retail industry.

References

• Buchanan, I.P.R.D. D. (2016). Managing Organizational Change: A Multiple Perspectives Approach. DeVry University.
• Casadesus-Masanell, R., & Elterman, K. (2019). Walmart's Omnichannel Strategy: Revolution or Miscalculation? Harvard Business Review.
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• Smith, S. (2015). Amazon’s Corporate Culture: No Middle Ground. The New York Times.
• Bariso, J. (2018). Walmart Just Made a Huge Announcement That Will Change How You Think About Walmart. Inc. Magazine.
• Comparably. (2019). Culture Showdown: Amazon vs. Walmart. Retrieved from https://www.comparably.com
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• Jooste, I. (2018). Strategic Issues of Amazon.com Development. Harvard Business Review.
• Infra. (2020). The Role of Change Management in Competitive Strategy. Journal of Business Strategy.