Sptep 4 –

Remember the Context

You work for a company that is losing its market share following 30 years of consistent growth. Well-funded and better-branded competitors are quickly pivoting to embrace new technologies, and customers are leaving and going elsewhere. You are one of several concerned employees who recognize that the environmental and technological changes could mean your company might eventually go out of business within five years. Something must change! The problem is that your company has experienced multiple change initiative failures, it is not agile and, instead, uses waterfall planning processes and outdated change models. You and your colleagues have decided to work together to present a proposal for how your company can become a disruptor rather than allow the digital disruption to take you under. You want to create an agile organization and culture of innovation where talented people work together and perform at their peak. You and your concerned colleagues know that your company cannot afford to simply hire a change management consultant, so, instead, you have decided to propose a solution to this problem.

Look Ahead

If you have not already done so, carefully review the expectations for the deliverable in Step 5. Incorporate as many of those elements into this step to save time and effort.

The Research Plan

Your team is ready to lay out a plan from all you have gathered on this problem and potential solutions so far. Your plan should essentially be a working draft of your proposal and clearly answer each of these questions.

First, you must determine your goals based on organizational capacity and priorities for change. Use the lists from Step Three.

What needs to be changed? Which parameters can you target?

Second, create a hybrid, customized change model. To do this, consider each parameter and determine how your hybrid model will help you change each parameter.

How do you know this is the right thing to propose? Provide a rationale for your hybrid model.

What results do you expect from implementing a highly customized model?

The Test

There are several ways your team can test your potential solutions in this scenario. The following tests should generate significant insight into your plan and help you refine your proposal in Step Five.

• How does your proposal align with the Virtuous Business Model? Are there any gaps in alignment that should be addressed?
• See the aspects of change-agile organizations on page 81 of the Gibbons text.Does it fit with a growth mindset?Does it enable dynamic flow of ideas?Does it nurture a culture that is operationally adaptable and strategically nimble?Does it create structures, processes, and systems that are “two-speed”?Does it utilize the dimensions of change leadership or is it project-based?
• Apply a critical thinking test. Use this Critical Thinking Map.(new tab)
• Consider your audience:How is it perceived by various stakeholders or participants?How will this be received by the CEO? Does it come across as being critical or demeaning? Is it culturally sensitive?
• Would this really get the ball rolling on becoming an agile organization (attitude and culture)?

The Results

Testing the solutions will yield results. In this course, the results of your tests will help you refine your customized and blended model of change leadership. Show evidence of the changes your draft proposal has gone through in this step.

Instructions for Deliverable

1. Review the rubric to make sure you understand the criteria for earning your grade. You can learn more about the specific skills being assessed by reviewing the links in Problem-Based Learning Resources(new tab).
2. As a team, determine how you will present your plan and test results.
3. Each team member must participate in the testing of the plan. Clearly indicate team members’ contributions.
4. One person from the team must submit the deliverable per the schedule outlined in your Team PBL Plan but no later than Workshop Six.

Step 2: Evidence of Research
MGMT – 732 – 01A Innovation and Change Management
Kaitlyn Arthur
Mohammad Islam
Hanuma Chaitanya Pally
Doctor of Business Administration Program, Indiana Wesleyan University
Instructor: Dr. Carpenter
July 14, 2024
This paper aims to address the team’s knowledge deficiencies regarding change
initiatives and processes and understand what prevents this organization from having a culture
of innovation. The following questions will be addressed:
•
What is agile methodology?
•
How does agile methodology support global businesses?
•
What are examples of change management plans?
•
What factors influence the development of a culture of innovation?
•
What role does technology play in change initiatives?
Agile Methodology
The term “agile” has Greek and Latin roots but has taken on a 21st-century connotation
of a mindset or philosophy used for describing continuous adaptation. An agile organization is
better at adapting and actioning while delivering higher returns faster for stakeholders (Van
Ruler, 2019). Paul Gibbons is a current thought leader in change and innovation. He shares his
assessment of agile models in his book IMPACT: 21st Century Change Management, Behavioral
Science, Digital Transformation, and the Future of Work (Leading Change in the Digital Age).
Gibbons finds that agile methodologies resemble project management methods and include
additional principles such as reflection, communication, engagement, learning, stakeholder
management, and motivation (Gibbons, 2019). These principles make agile methodology
appealing to global businesses because they help companies move faster and smarter while
considering internal and external global factors.
Change Management
Communication is a large part of any change management plan. Companies that adopt
an agile communication strategy are aligned in that there is no one best practice when
communicating internally and externally within an organization. Contingency theory was
introduced in the 1990s and remains relevant. This theory states there is no best strategy; how
and when to communicate depends on internal and external variables (Van Ruler, 2019). Jeffrey
Phillips and James Klein researched taking change management and moving from theory to
practice. Typical change management strategies include providing organization members with
clear communication about the change, creating a shared vision, involving employees in change
decisions, preparing for unexpected shifts, providing employees with training, and training
managers and supervisors to be change agents (Philips & Klein, 2023).
Culture of Innovation
By leveraging agile methodologies in the corporate world, teams report better morale, better
time efficiency due to time team management, and improved responsiveness to trying to move
outside of the scope of a project (Van Ruler, 2019). Agile methodologies have proven effective
in the past, but as we continue to evolve in the 21st century, new ways of working are
challenging previous models. Gibbons notes that he finds no fault with agile methodologies but
argues that the 21st Century Change Management Process combines and aligns all the best
practices of strategic planning, scenario planning, design thinking, creativity, and agile (Gibbons,
2019). This combination of elements is what global organizations need to pivot and embrace
new technologies and stakeholders quickly. The critical messaging behind the 21st Century
Change Management Process is to engage stakeholders first (Gibbons, 2019). As a Senior
Leader in a Global company, I have witnessed firsthand the lasting impacts of poor stakeholder
engagement and the time wasted trying to engage on the backend of a project. Engagement will
help drive a culture of innovation.
Technology
With the rise of new technologies, including artificial intelligence, innovation is moving faster
than ever and impacting change initiatives. AI is now considered an effective tool for businesses
to leverage to develop fresh, cutting-edge goods and services (Kaczorowska-Spychalska et al.,
2024). Taking company data and putting it into a system that can quickly give you not only
themes and trends but also recommendations on a path forward can revolutionize business
objectives while maintaining alignment with your stakeholders. Tasks that tend to bog down
change management, like data entry or status reports, can now be automated (KaczorowskaSpychalska et al., 2024).
This research will help our company align the methodologies and models needed to
create an agile organization and culture of innovation.
References
Gibbons, P. (2019). Impact: 21st-century change management, Behavioral Science, digital
transformation, and the future of work. Phronesis Media.
Kaczorowska-Spychalska, D., Mazurek, G., Kotula, N., & Sułkowski, Ł. (2024). Generative AI as a
Source of Change in the Knowledge Management Paradigm. Human Technology, 20(1),
131–154. https://doi.org/10.14254/1795-6889.2024.20-1.7
Phillips, J., & Klein, J. D. (2023). Change Management: From Theory to Practice. TechTrends:
Linking Research & Practice to Improve Learning, 67(1), 189–197.
https://doi.org/10.1007/s11528-022-00775-0
Van Ruler, B. (2019). Agile communication evaluation and measurement. Journal of
Communication Management, 23(3), 265–280. https://doi.org/10.1108/JCOM-12-20180136
1
Parameter List with Annotations
1. Organizational Structure
The structure of teams and their relationships at the organizational level define the
decision-making process and the implementing mechanisms. A shift from the more rigid topbottom management to a more flexible structure that allows for more changes can improve the
communication and adaptability of the organization leading to improvements in innovation.
2. Communication Channels
Since communication is an essential component of an organization, it involves using
appropriate channels that allow communication at various levels. The adoption of better
communication technology and procedures can improve the level of openness, prevent
misconceptions, and build cooperation.
3. Decision-Making Processes
The process used to make these choices determines the efficiency of organizational action
and reaction. Switching from the autocratic organization model to the more democratic one can
be beneficial for the company’s development as it gives the employees a sense of involvement in
the decision-making process and increases their creativity.
4. Performance Metrics
The measures, that are applied in the assessment of employee performance, affect the
behavior and focus of such an individual. Moving from merely measuring organizational
performance in terms of the quantity of consumables produced and sold to metrics that seek to
2
effectively capture the value of ideas being created, the quality of ideas that are being created,
and how ideas are being created can foster innovation culture (Kumkale, 2021).
5. Employee Training Programs
Education and training involve flowing progress acquisition that updates the staff’s
knowledge and encourages creativity. Implementing training programs that address the
identification of new technologies and creative thinking could improve the organization’s
adaptability.
6. Technology Infrastructure
Technology in any industry involves the use of up-to-date systems that enhance the way
business is carried out by allowing for the integration of advanced tools and practices. Modern
technologies and application support can help in innovating and increasing the efficiency of
investments in IT solutions.
7. Customer Feedback Mechanisms
One of the reasons for using the ongoing feedback system is that customers’ feedback
reveals the organization’s compliance with the market trends. Strengthened feedback systems
may offer useful information for the consequent development of products and services.
8. Resource Allocation
The distribution of resources within an organization plays a critical role in its capacity to
innovate. Allotting capital toward research and development innovation and cross-functional
projects can be motivational and create an environment of creativity.
9. Leadership Styles
3
The approaches used by leaders are some of the determinants of organizational culture.
Thus, implementing the best practices of transformational and participative leadership can help
mobilize and engage people in the change process and generate the best practices.
10. Organizational Culture
The culture, which defines an organization, determines the values, beliefs, and behaviors
related to change and innovation. Adopting the right corporate culture that fosters,
experimentation, learning, and improvement out of failures also strengthens agility.
11. Project Management Methodologies
The social frameworks and the methodologies used to run the projects influence the
success of the projects and their flexibility. Reaction on the current shift of changing strict
methodologies like the waterfall model to the more flexible and dynamic methodologies like the
Agile.
12. Collaboration Tools
Leverages that create a collaborative environment for work will go a long way in
boosting innovation. Promoting the use of applications that allow employees to interact and work
in real time as well as share documents can enhance workflow and inspiration.
13. Incentive Structures
The rewards influence the level of motivation among employees and their overall
behavior. Structuring approaches for teams that offer incentives for finding new ideas, enhanced
cooperation, and improvement is highly effective in creating more active and improved
personnel.
4
14. Market Analysis Processes
The analytical techniques applied to the evaluation of trends within the market and to the
insights on the needs of the customers shape the strategies at play. Applying tools such as
business analytics and even modeling will give more details and more strength for innovations.
15. Change Management Frameworks
The nature of frameworks that are employed to tackle change processes defines their
outcomes. Applying detailed and adaptable change management frameworks that include all
stakeholders can help reduce the impact of change and contribute to a positive result.
Change Model List with Annotations
1. Lewin’s Change Management Model
This model involves three stages: Lewin’s model of organizational development consists
of three stages namely; Unfreezing, changing, and Refreezing. It highlights the need to plan for
change and then to initiate the behaviors and then institutionalize it. This model assists in making
changes to become part of organizational development since they are made smoothly and
permanently.
2. Kotter’s 8-Step Change Model
Kotter’s model of organizational change provides a checklist comprising eight measurable
processes, which are as follows; creating a sense of urgency, building a powerful coalition,
mobilizing commitment and enthusiasm, communicating the vision repeatedly, using leaders to
communicate the vision, preparing for a sustainable change, obtaining short-term wins, and
finally reinforcing change and develop it into the norm (Cho et al., 2023). Organizational agility
5
and support for innovation are what make this framework advantageous; it offers a perceptive
structure in the organizational environment.
3. ADKAR Model
The ADKAR model covers Awareness, Desire, Knowledge, Ability, and Reinforcement
to enhance its implementation. Besides it underlines personal transformation and can be
employed for the people side of change, promoting the culture of on-going improvement.
4. McKinsey 7-S Model
This model involves seven interconnected elements: Strategy, structure, systems, shared
values, skills, style, and staff. Thus, all components of the model are combined to emphasize an
integrated approach to change, which aims at a comprehensive transformation of organizations.
5. The Agile Model
Agile is a model that stresses responsiveness, teamwork, and short-time cycles. It helps
international organizations by allowing organizations to respond effectively to market changes,
continuously deliver greater value, and engage the stakeholders in the process (Ajmal et al.,
2020).
6. The Lean Change Management Model
Lean change management addresses change by incorporating lean principles with agile
design, enabling the delivery of maximum value with minimal waste. It is an ongoing, cyclical
process in which feedback and improvements are made frequently and with stakeholder
participation; it promotes organizational flexibility.
7. The Prosci ADKAR Model
6
ADKAR is slightly adapted by Prosci and the latter focuses on the change management
plans that are more procedural. It offers approaches to incorporate change management at the
personal as well as the organizational level to enhance continuous improvement (Saha et al.,
2020).
8. The Deming Cycle (PDCA)
PDCA cycle proclaims that organizational improvement happens through the means of
iterative processes of planning, implementing, assessing, and acting. I am making sure that it
gives a culture of ‘continuous improvement’ through constant review of the references to enhance
their suitability in the particular project.
9. The Bridge Transition Model
This model deals with the psychological changes that affect individuals in any change
process. It also underlines the need to tackle Human Factors to make changes for successful
transitions to create and sustain a constructive organizational culture.
10. The ADAPT Model
ADAPT is an acronym of the strategies, namely Agile, Development, Alignment,
Participation, and Transparency. Organizational change management emphasizes the use of
impartial frameworks that are structured to support change, encourage collaboration, and foster
people’s engagement in the change process to ensure adherence to organizational objectives as
well as effective communication of change (Jayampathi et al., 2022).
7
References
Ajmal, M., Isha, A. S. N., Nordin, S. M., Kanwal, N., Al-Mekhlafi, A. B. A., & Naji, G. M. A.
(2020). A conceptual framework for the determinants of organizational agility: does
safety commitment matter? Solid State Technol, 63(6), 4112-4119.
Cho, H. E., Jeong, I., Kim, E., & Cho, J. (2023). Achieving superior performance in international
markets: the roles of organizational agility and absorptive capacity. Journal of Business &
Industrial Marketing, 38(4), 736-750.
Jayampathi, E. K., De Alwis, A. C., & Razi, M. J. M. (2022). Role of Organizational Agility in
Knowledge Management Orientation and Organizational Performance: A Systematic
Literature Review. Wayamba Journal of Management, 13(1), 1-27.
Kumkale, İ. (2022). Organizational Agility. In Organizational Mastery: The Impact of Strategic
Leadership and Organizational Ambidexterity on Organizational Agility (pp. 37-52).
Singapore: Springer Nature Singapore.
Saha, N., Sáha, T., Gregar, A., & Sáha, P. (2020). Organizational agility and organizational
learning: do they accelerate organizational innovation and competency? In Proceedings
of the European Conference on Innovation and Entrepreneurship, ECIE. Academic
Conferences and Publishing International Limited.
This paper aims to address the team’s knowledge deficiencies regarding change
initiatives and processes and understand what prevents this organization from having a culture
of innovation. The following questions will be addressed:
•
What is agile methodology?
•
How does agile methodology support global businesses?
•
What are examples of change management plans?
•
What factors influence the development of a culture of innovation?
•
What role does technology play in change initiatives?
Agile Methodology
The term “agile” has Greek and Latin roots but has taken on a 21st-century connotation
of a mindset or philosophy used for describing continuous adaptation. An agile organization is
better at adapting and actioning while delivering higher returns faster for stakeholders (Van
Ruler, 2019). Paul Gibbons is a current thought leader in change and innovation. He shares his
assessment of agile models in his book IMPACT: 21st Century Change Management, Behavioral
Science, Digital Transformation, and the Future of Work (Leading Change in the Digital Age).
Gibbons finds that agile methodologies resemble project management methods and include
additional principles such as reflection, communication, engagement, learning, stakeholder
management, and motivation (Gibbons, 2019). These principles make agile methodology
appealing to global businesses because they help companies move faster and smarter while
considering internal and external global factors.
Change Management
Communication is a large part of any change management plan. Companies that adopt
an agile communication strategy are aligned in that there is no one best practice when
communicating internally and externally within an organization. Contingency theory was
introduced in the 1990s and remains relevant. This theory states there is no best strategy; how
and when to communicate depends on internal and external variables (Van Ruler, 2019). Jeffrey
Phillips and James Klein researched taking change management and moving from theory to
practice. Typical change management strategies include providing organization members with
clear communication about the change, creating a shared vision, involving employees in change
decisions, preparing for unexpected shifts, providing employees with training, and training
managers and supervisors to be change agents (Philips & Klein, 2023).
Culture of Innovation
By leveraging agile methodologies in the corporate world, teams report better morale, better
time efficiency due to time team management, and improved responsiveness to trying to move
outside of the scope of a project (Van Ruler, 2019). Agile methodologies have proven effective
in the past, but as we continue to evolve in the 21st century, new ways of working are
challenging previous models. Gibbons notes that he finds no fault with agile methodologies but
argues that the 21st Century Change Management Process combines and aligns all the best
practices of strategic planning, scenario planning, design thinking, creativity, and agile (Gibbons,
2019). This combination of elements is what global organizations need to pivot and embrace
new technologies and stakeholders quickly. The critical messaging behind the 21st Century
Change Management Process is to engage stakeholders first (Gibbons, 2019). As a Senior
Leader in a Global company, I have witnessed firsthand the lasting impacts of poor stakeholder
engagement and the time wasted trying to engage on the backend of a project. Engagement will
help drive a culture of innovation.
Technology
With the rise of new technologies, including artificial intelligence, innovation is moving faster
than ever and impacting change initiatives. AI is now considered an effective tool for businesses
to leverage to develop fresh, cutting-edge goods and services (Kaczorowska-Spychalska et al.,
2024). Taking company data and putting it into a system that can quickly give you not only
themes and trends but also recommendations on a path forward can revolutionize business
objectives while maintaining alignment with your stakeholders. Tasks that tend to bog down
change management, like data entry or status reports, can now be automated (KaczorowskaSpychalska et al., 2024).
This research will help our company align the methodologies and models needed to
create an agile organization and culture of innovation.
References
Gibbons, P. (2019). Impact: 21st-century change management, Behavioral Science, digital
transformation, and the future of work. Phronesis Media.
Kaczorowska-Spychalska, D., Mazurek, G., Kotula, N., & Sułkowski, Ł. (2024). Generative AI as a
Source of Change in the Knowledge Management Paradigm. Human Technology, 20(1),
131–154. https://doi.org/10.14254/1795-6889.2024.20-1.7
Phillips, J., & Klein, J. D. (2023). Change Management: From Theory to Practice. TechTrends:
Linking Research & Practice to Improve Learning, 67(1), 189–197.
https://doi.org/10.1007/s11528-022-00775-0
Van Ruler, B. (2019). Agile communication evaluation and measurement. Journal of
Communication Management, 23(3), 265–280. https://doi.org/10.1108/JCOM-12-20180136