#implementation plan

IMPLEMENTATION PLAN

Instructions:

Read the material at the sites listed in the Week 6 Lessons folder to help guide your reassessment and adjustment of the solutions, risks and impact to your client in relation to the management problem you are exploring. Complete 1 or more page paper indicating if you are making any adjustments or modifications to your solutions based on your reassessment.  If you are making…

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Implementation Plan

The main aim of change management is to align the stakeholders with the company’s strategic decision. This helps to avoid the change resistance by the stakeholders and grow their level of involvement for successful implementation. In the given case, the change in Sun Power is on-going and transitional. The company has decided to move the manufacturing unit to New Mexico and they want all the current employees to shift to new location. Implementation of such change needs holistic and systematic approach. It involves guiding employees for the process of change and also making them understand their importance in implementation process. There are various models that can be used as a base to implement the decision. For the given case, Kotter Model of Change Management has been adopted for developing implementation plan to address the change. This model outlines the step by step guide which is based on fundamental principles that were identified by John Kotter. These principles are related to the approach of people to change, their response to change and how to embrace the change. The following is the implementation plan for Sun power company to address change(Kotter, 2012):

Step 1: To Create Urgency

According to Kotter, for the successful change, all the stakeholders including managers, employees, suppliers and financiers should support the change. This will need proper planning for setting the foundation to move on to next step.

·         Finalizing the participation of stakeholders by communicating with them

·         Preparing plan implementation and setting long term objectives

·         Exploring opportunities in New Mexico, roadblocks for setting manufacturing unit in Mexico and analysing the benefits to the Sun power

·         Prepare implementation team and seek support from stakeholders

Duration for this phase is 1-2 months.

Step 2: Forming Coalition

To manage change, the company will need to form coalition based on various sources, expertise and efforts required. This will require convincing people for change and seek support from top to bottom level of company. The time frame needed for this phase will be 1-3 months.

Step3: Communicating Vision

The company can counteract effectively to the resistant stakeholders for shifting of Sun Power through constant communication and engagement. Hence, the management should keep communicating the vision of the company to the stakeholders. The duration for this phase will be 1-2 months.

Step 4: Removing hurdles and Take Actions

In this step, Sun power will need to analyse the factors that are creating hindrances for process of change. These issues will be addressed and action will be taken. The duration for this phase will be 1-2 months.

Step 5: Generating Win

The company will recognize the success of short period and celebrate it in order to motivate, and endure momentum.  

Step 6: Holding the gain

During the step 5, Sun power will be fully operational in New Mexico. However, the company will need to set goals for long term and keep forming new coalitions as per the requirement of the company in order to sustain growth.

Step 7: Anchoring Change

In this step, Sun Power will evaluate the working, check if any improvement needed. This will include creating new vision, training and educating employees and leaders and keep track of future.

Summary

There are various elements in the process of decision making which are related with good operational and financial outcomes i.e. either growth in revenue or savings in cost. From the above report it is very clear that in the process of decision making, the company should weigh negative as well as positive consequences, but favouring the positive consequences. This helps in avoiding the losses that are possible which will keep the company working with sustainable growth. However, avoiding the process of decision making may seem easier and the same process seems extremely difficult if there is great confrontation. To avoid such confrontation and in order to sustain growth for long term, it is essential for the company to communicate the strategy to business concerns and stakeholders. This will assist the company to empower the workforce in implementation of decision taken(Saaty, 1990).  

In the given case, the management analysed the consequences of the decision of the company to move to New Mexico on the business concern and stakeholders. The implementation plan of the decision has been prepared addressing the change that the company is looking for based on the Model of Change Management by John Kotter. Hence, before implementation of decision taken, the company should evaluate the whole situation, analyse the consequences that may have on the stakeholders and address the issues or their resistance to change for the successful implementation of their decision.

References

·          AcuityConsultants. (2012, February). Change  Management: 7 Essential Elements of Stakeholder Engagement. Retrieved  April 2016, from Acuity Consultants:  http://acuityconsultants.com/wp/2012/02/change-management-7-essential-elements-of-stakeholder-engagement/

·          GovernmentofWesternAustralia.  (2016). Change Management Plan. Retrieved April 2016, from Government  of Western Australia:  http://www.nrm.wa.gov.au/media/10528/change_management_plan_workbook_and_template.pdf

·          Kotter,  J. P. (2012). Change Management model implementation guide. Retrieved  April 2016, from GSA:  http://www.gsa.gov/portal/mediaId/203435/fileName/Guiding_Principles_for_Leading_Change_Guide_vjune2012.action

·          Lewis,  J. (2016). How Are Employees Affected as Stakeholders? Small Business  Chron.

·          Mori,  N. (2010, July). Roles Of Stakeholders In Strategic Decision-Making Of  Microfinance Organizations. International Business & Economics  Research Journal.

·          Saaty,  T. L. (1990). Decision Making for Leaders: The Analytic Hierarchy Process  for Decisions in a Complex World. RWS Publications.

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