The Change Management Process Through The Years ✓ Solved

The Change Management Process Throughout the Years Since the Implementation of Saudi Vision 2030

The Change Management Process Throughout the years, specifically since the implementation of Saudi Vision 2030, the Kingdom of Saudi Arabia has experienced significant organizational transformations aligned with national development goals. For this assignment, I have selected Sabic (Saudi Basic Industries Corporation), a leading petrochemical company in Saudi Arabia, to analyze how the organization has navigated change in accordance with Vision 2030 and broader environmental shifts.

Organization’s Mission, Vision, Values, and Industry

Sabic’s mission centers on delivering chemical solutions that enhance quality of life, with a focus on innovation, sustainability, and operational excellence. Its vision aims to be one of the world's top chemical companies, contributing to a sustainable future through advanced technologies. The core values emphasize safety, integrity, collaboration, innovation, and responsibility. As part of the petrochemical industry, Sabic operates within a highly competitive and capital-intensive sector, producing a variety of chemicals, plastics, agri-nutrients, and metals that serve diverse global markets.

Changes Implemented Based on the Pillars of Saudi Vision 2030

Since the inception of Vision 2030, Sabic has made strategic changes to align with its pillars—diversification of the economy, developing public sectors, and boosting local industry. One notable adaptation has been expanding its domestic manufacturing capacity and investing in downstream industries to reduce reliance on raw material exports, thus supporting economic diversification. Sabic has also invested in sustainability initiatives, such as reducing carbon emissions and increasing energy efficiency to align with Vision 2030’s emphasis on environmental sustainability.

Furthermore, Sabic has increased its focus on innovation and digital transformation, integrating Industry 4.0 technologies, such as automation and data analytics, to enhance productivity and competitiveness domestically and globally. These efforts support the vision’s goal of creating a vibrant society and a thriving economy by fostering advanced technological capabilities and sustainable practices.

Additional Changes Needed for Further Alignment with Saudi Vision 2030

To further align with Vision 2030, Sabic must accelerate its localization efforts by expanding partnerships with Saudi startups and SMEs to foster innovation. Embracing a more sustainable supply chain and investing in renewable energy sources for operations are critical steps. Additionally, Sabic should intensify its focus on human capital development by upskilling Saudi employees and promoting leadership programs that cultivate the next generation of industry professionals, supporting Vision 2030’s goal of developing a robust workforce.

Another area for expansion is corporate social responsibility initiatives that support societal development, including education and environmental conservation, reinforcing community engagement and social cohesion (McAteer, 2019). Implementing more transparent governance and ESG (Environmental, Social, and Governance) standards will also place Sabic at the forefront of sustainable corporate practices, aligning with national priorities.

Adjustments to External Environmental Changes

Sabic must remain agile to respond to fluctuations in global oil prices, trade policies, and regional geopolitical stability that influence the petrochemical market. The company should diversify its export markets and forge strategic alliances with international firms to mitigate risks associated with external shocks (Graaf et al., 2019). Additionally, regulatory changes in environmental standards globally will require ongoing technological upgrades to maintain compliance and competitive advantage.

Furthermore, adapting to technological advancements like artificial intelligence and IoT (Internet of Things) in manufacturing processes can improve operational efficiency and enable predictive maintenance, reducing downtime and costs. As externalities continue to evolve, Sabic’s proactive approach in integrating innovative practices and diversifying its geographic footprint will be key to resilience.

Tools for Action Planning for Effective Change Management

Based on the noted changes and environmental considerations, I would utilize Kotter’s 8-Step Change Model and Lewin’s Change Management Model as primary frameworks for action planning (Chapter 9, Organizational Change: An Action-Oriented Toolkit). Kotter’s model provides a structured process for creating urgency, building coalitions, and embedding change into the organizational culture—vital for complex transformations like Sabic’s. Lewin’s model—unfreezing, changing, refreezing—facilitates phased implementation to ensure sustainable adoption of new practices, particularly in operational and cultural shifts.

Complementarily, using the McKinsey 7S framework would ensure alignment among strategy, structure, systems, skills, style, staff, and shared values, guiding holistic change initiatives. Combining these tools enables comprehensive planning and effective execution to embed change deeply within the organization (Graaf et al., 2019).

The Role of Communication During Change and Strategies for Stakeholder Engagement

Effective communication plays a critical role during times of change by reducing resistance, clarifying the vision, and fostering a shared understanding among stakeholders (Graaf et al., 2019). Transparent, consistent, and multi-channel communication ensures that employees, management, partners, and government entities are informed and engaged throughout the change process.

I would implement a strategic communication plan that includes town hall meetings, digital platforms, newsletters, and feedback channels to promote ongoing dialogue. Engaging opinion leaders within the organization helps facilitate acceptance and disseminate the change message effectively. Additionally, emphasizing the benefits of the change, addressing concerns openly, and recognizing contributions foster a positive environment conducive to transformation (Brenkert, 2019).

Particularly in the context of Vision 2030, aligning messaging with national developmental goals strengthens organizational commitment and reinforces corporate patriotism, which is vital in Saudi Arabia’s socio-economic landscape (Chapter 9, Module 12 Presentation Slides).

Conclusion

Sabic’s journey to adapt and evolve amidst the ambitions of Saudi Vision 2030 exemplifies strategic change management in a rapidly transforming environment. The organization’s initiatives in sustainability, digital transformation, and local industry support reflect its alignment with national priorities. Moving forward, further enhancements in innovation, workforce development, and stakeholder engagement will ensure Sabic’s resilience and contribution to Saudi Arabia’s visionary future. Employing structured change management tools and emphasizing transparent communication will enable Sabic to effectively manage ongoing and emergent challenges, ensuring sustainable success.

References

• Brenkert, G. G. (2019). Mind the gap! The challenges and limits of (global) business ethics. Journal of Business Ethics, 155(4), 917–930.
• Graaf, G., Hengeveld-Bidmon, E., Carnochan, S., Salomone, M., & Austin, M. J. (2019). Change communication in public sector cutback management. Public Organization Review, 19(4).
• McAteer, P. (2019). With sustainability comes change. TD: Talent Development, 73(8), 42.
• Al-Yahyaei, S. (2020). Strategic transformation in Saudi Arabia: Impact of Vision 2030. Journal of Middle Eastern Management, 12(3), 155-170.
• Gunasekaran, A., & Ngai, E. W. T. (2019). Big data analytics in supply chain management. International Journal of Production Economics, 218, 145–164.
• Kaplan, R. S., & Norton, D. P. (2004). Strategy maps: Converting intangible assets into tangible outcomes. Harvard Business Review, 82(7/8), 52–63.
• Oreg, S., & Berson, Y. (2019). Leadership and change. Applied Psychology: An International Review, 68(1), 127-157.
• Weick, K. E., & Quinn, R. E. (1999). Organizational change and development. Annual Review of Psychology, 50, 361–386.
• Hughes, M., & Leggatt-Cook, C. (2019). Employee perceptions of organizational change: A review. International Journal of Management Reviews, 21(1), 154–174.
• Yukl, G. (2013). Leadership in organizations (8th ed.). Pearson Education.