Selecting Change Models For Sea Treasures' Business Transfor

Selecting Change Models for Sea Treasures' Business Transformation

Sea Treasures, a well-established retailer specializing in exotic sea life and high-end aquarium accessories, faces the imminent threat of closure due to declining sales and shrinking customer base. To reverse this trend, the company must embrace innovative transformation strategies, beginning with a short-term initiative to create an online store for its excess inventory, followed by a long-term plan to expand into selling live sea creatures. Implementing effective change management models tailored for both phases is critical to overcoming employee resistance, technological challenges, and logistical hurdles. This paper explores suitable change models for both the short-term and long-term initiatives, provides rationales for the selections, and discusses the potential impacts on employees, managers, and executives.

Change Model for Short-Term Transformation

The most appropriate model for the short-term online store launch at Sea Treasures is Kotter’s 8-Step Change Model. This model offers a structured, step-by-step approach that facilitates rapid and effective change, essential for the immediate need to generate revenue and clear the excess inventory. Kotter’s model emphasizes creating a sense of urgency, forming guiding coalitions, developing a clear vision, communicating it effectively, removing obstacles, generating short-term wins, consolidating gains, and embedding new approaches into the culture (Kotter, 1996). The emphasis on quick wins and strong leadership aligns with the urgency Sea Treasures faces, requiring swift action to prevent imminent closure.

Implementing Kotter’s change model enables the organization to rally employees around a clear, compelling goal—saving the business through online sales. By establishing a sense of urgency, managers can motivate staff to embrace the new initiative. Developing a guiding coalition comprising motivated employees and key stakeholders fosters collaborative efforts and reduces resistance. Clear communication ensures everyone understands their role in the transition, while removing obstacles like technological unfamiliarity or staffing issues accelerates progress. Quick wins, such as immediate sales from the online store, demonstrate tangible benefits early, encouraging sustained support. Finally, making the online sales approach part of the company’s culture ensures that the initial short-term change will pave the way for larger-scale adaptations.

Change Model for Long-Term Expansion

For the long-term goal of expanding into selling live sea creatures online, Lewin’s Change Management Model—comprising the phases of Unfreeze, Change, and Refreeze—is suitable. Lewin’s model provides a foundational approach for systemic change, especially pertinent for integrating new business lines that significantly impact organizational structures, processes, and employee roles (Lewin, 1951).

The unfreezing phase involves preparing the organization for major change by challenging existing beliefs and practices, such as traditional retail models and logistical systems. Engaging employees in open dialogue about the need for adaptation helps reduce resistance and fosters readiness. During the change phase, the organization implements new processes, technologies, and shipping methods required for live creature sales, with ongoing support and training to facilitate transition. The refreezing stage stabilizes these changes by embedding them into the organizational culture, standard operating procedures, and performance metrics, ensuring sustainability of the new business model.

Lewin’s model supports a gradual, controlled transition conducive to managing internal resistance and ensuring alignment across functions, from warehousing to logistics to customer service. It encourages an inclusive approach that considers employee concerns, thereby increasing the likelihood of successful long-term integration.

Rationale for Change Model Selections

The selection of Kotter’s model for short-term initiatives aligns with the urgency of immediate revenue needs and the necessity of rapid, visible results. Its structured approach helps galvanize staff, minimizes resistance, and fosters quick adoption of online sales processes. Conversely, Lewin’s model suits the long-term expansion because it facilitates comprehensive organizational change, ensuring that new practices around live sea creature sales are sustainable and culturally embedded. Lewin’s phased approach allows for careful planning, employee involvement, and stabilization of new routines—crucial for complex, systemic change.

Both models complement each other in sequential phases—Kotter’s approach swiftly addresses urgent needs, while Lewin’s provides a framework for deeper, more permanent transformation. Using these models strategically helps mitigate risks associated with change, such as employee resistance or operational disruptions, and increases the chances of long-term business resilience.

Impact on Employees, Managers, and Executives

The short-term change, guided by Kotter’s model, will primarily impact employees by creating a sense of urgency and purpose. Clear communication and quick wins can boost morale, especially when staff see tangible results quickly. Managers will need to serve as change champions, facilitating training on e-commerce platforms and addressing fears associated with new technology. Executives must demonstrate visible leadership and provide resources to support the change.

For the long-term expansion, the Lewin model’s phased approach encourages broad employee involvement in planning and executing systemic change. This participation can foster ownership, reduce resistance, and enhance commitment. Managers will need to manage complex logistics and coordinate multiple departments, which requires training and process adjustments. Executives must focus on strategic oversight, resource allocation, and maintaining organizational stability during significant transformation.

Overall, both initiatives demand strong leadership at all levels to manage resistance, communicate effectively, and sustain momentum. The organization must foster a culture adaptable to change, emphasizing continuous improvement and innovation to survive and thrive in e-commerce and new market segments.

Conclusion

Implementing targeted change models tailored to specific phases of Sea Treasures’ transformation is essential for success. Kotter’s 8-Step Change Model provides a practical framework for rapid, short-term digital deployment, while Lewin’s Change Management Model offers a comprehensive approach for long-term systemic transformation. By strategically applying these models, Sea Treasures can effectively navigate employee resistance, technological challenges, and operational adjustments. As a result, the company can secure its future, expand its market reach, and sustain long-term growth in the competitive online aquarium industry.

References

• Kotter, J. P. (1996). Leading Change. Harvard Business Review Press.
• Lewin, K. (1951). Field Theory in Social Science. Harper & Row.
• Cameron, E., & Green, M. (2012). Making Sense of Change Management: A Complete Guide to the Models, Tools, and Techniques. Kogan Page.
• Hiatt, J. (2006). ADKAR: A Model for Change in Business, Government and Our Community. Prosci.
• Appreciative Inquiry. (2020). Hargrove, R. (2000). Building a Case for Change: Strategies for Successful Business Transformation. John Wiley & Sons.