Phase 2 Individual Project Deliverable Length: 250–300 Words

Phase 2 Individual Project deliverable Length: 250–300 words with a minimum of 2 scholarly references

Complete the following tasks for Week 2: Update the previously completed sections based on the instructor’s feedback. Create the following new material for Week 2: What is driving the need for this transformational change? (words) Why is this considered a transformational change? Why can the firm not just keep doing what it has been doing? What is management's role in the transformational change? Are there easier alternatives to accomplish the goal of remaining competitive?

Paper For Above instruction

Transformational change is essential in today's dynamic business environment driven by rapid technological advancements, evolving consumer preferences, and increased global competition. The primary driver for this change is the need to adapt to technological disruptions that threaten traditional business models. For instance, the rise of digital platforms has rendered conventional operational strategies obsolete, compelling organizations to overhaul their processes and capabilities (Kotter, 2012). This shift is not merely incremental but fundamentally alters how a company creates value, which categorizes it as a transformational change.

The company cannot sustain its current practices because doing so risks obsolescence and loss of competitive advantage. Maintaining status quo can lead to decreased market share, diminished customer loyalty, and reduced profitability. The transformation becomes necessary to innovate, streamline operations, and better respond to market demands. Management plays a pivotal role in orchestrating this change by establishing a clear vision, fostering a culture receptive to innovation, and securing stakeholder buy-in (Burnes, 2017). Leaders must also manage resistance, allocate resources efficiently, and communicate effectively throughout the transition.

While there are alternative strategies such as incremental improvements or strategic alliances, these may not suffice in highly competitive environments requiring profound shifts. Incremental changes often fall short of delivering the transformative impact needed to stay ahead. Conversely, strategic alliances can augment capabilities but do not replace the need for internal transformation. Ultimately, comprehensive transformational change is often the most viable path to ensuring the organization’s sustainability and continued relevance in an evolving marketplace.

References

  • Burnes, B. (2017). Managing change. Pearson.
  • Kotter, J. P. (2012). Leading change. Harvard Business Review Press.
  • Hiatt, J. (2006). ADKAR: a model for change in business, government, and our community. Prosci.
  • Appelbaum, S. H., Habashy, S., Malo, J.-L., & Shafiq, H. (2012). Back to the future: revisiting Kotter’s 8-step change model. Journal of Management Development, 31(8), 764-804.
  • Palmer, I., Dunford, R., & Akin, G. (2017). Managing organizational change: A multiple perspective approach. McGraw-Hill Education.
  • Beer, M., & Nohria, N. (2000). Cracking the code of change. Harvard Business Review, 78(3), 133-141.
  • Burke, W. W. (2017). Organization change: Theory and practice. Sage Publications.
  • Lewis, L. K. (2014). Organizational change: Creating change through strategic communication. Wiley-Blackwell.
  • Armenakis, A. A., & Harris, S. G. (2009). Reflections: Our journey in organizational change research and practice. Journal of Change Management, 9(2), 127-142.
  • Yukl, G. (2012). Leadership in organizations. Pearson Education.

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