Strategic Change Management Plan

Contents
1. Introduction..........................................................................................................................3

2. Strategic Change Plan..........................................................................................................3

2.1. The Change Model........................................................................................................3

3.1. Describing a company's goals......................................................................................3

3.2. Evaluation of the workplace.........................................................................................4

3.3. Qualitative goals...........................................................................................................5

3.4. Using divisional plans as a guide.................................................................................5

3.5. Reviewing the performance..........................................................................................5

3.6. Strategy pick.................................................................................................................6

4.1. Acceptability.................................................................................................................6

4.2. Feasibility.....................................................................................................................6

4.3. Suitability......................................................................................................................6
5. Action Plan...........................................................................................................................7

6. Strategic Management Difficluties......................................................................................7

7. Recommendations................................................................................................................8

8. References............................................................................................................................9
Introduction

We'll discuss "Amazon Online Shop's Strategic Change Approach." Before it is implemented,
the "strategic transformation plan" will be evaluated and suggestions are given. To
understand the issues the firm is facing and the possibility of change, I'll walk you through
my most recent suggestions and my work as a management consultant. Thus, the "Strategic
Change Plan framework "'s will be covered next.

Strategic Change Plan

The Change Model

The commonly used change model illustrates the four stages of change management that the
majority of employees experience. The earliest stages of the process include Denial,
Resistance, and Exploration, which are followed by Commitment.
The staff rejects the request to start the process. The rumors they "grapevine" give the earlier
theories and judgments more weight. They give off a tight-knit vibe that makes you think
something is wrong. They will go on to the following stage if they see the "Strategic Change
Plan." The strategy will be created using all of the data acquired throughout the staff sessions.
Once their ideas are given to the group, they will realize how important they were. The
resistance and exploration stages will be finished more quickly due to their enhanced
dedication. They frequently advance far more quickly, getting to the "Commitment" level.
These stages could be completed by some persons more quickly than others.

Strategic Audit of Amazon

Six crucial phases are involved in developing a strategy. Even though they don't have to be
completed in the specified sequence, these steps make sense and are easy to follow. When the
audit is complete, this report may look at Amazon's strategy and some of its essential
elements. As a result, the next section explains how the "Strategic Change Plan" was
developed.
Describing a company's goals

The most important component of any strategy statement is the definition of long-term
objectives. It is generally acknowledged that strategy may be employed to advance
organizational objectives. A plan is created when objectives and strategies for achieving them
are integrated. Before putting organizational objectives into practice, it is important to
evaluate the variables impacting the choosing of such objectives. Making strategic decisions
may be aided by knowing the goals and the factors impacting them. Amazon wants to be
known as the company that is most committed to serving its customers. Amazon has used
both general and interactive strategies to accomplish these goals, ensuring that customers
receive the best value for their money, have access to the greatest selection of products, and
are not under any pressure to forgo product quality or safety. Amazon's determination to
strengthen its creative foundation by making large investments in R&D, innovation, and
technology advances these goals. Given that Amazon is an online retailer and does not
require a physical location to serve the global market, as has already been mentioned, it has a
lower cost structure. Thus, it may offer affordable items that improve customers' shopping
experiences. As a consequence, pleased customers are more inclined to recommend Amazon
to others and use it again. The rising demand for Amazon's products will cause both its client
base and its product selection to expand. The wider selection of products and more consumer
convenience improve the customer experience.

Evaluation of the workplace

Understanding the degree of competition, the business faces is essential. On the present
product line-up of a corporation, both subjective and analytical research are required. With
the help of this study, the management will be able to recognise their own advantages and
weaknesses as well as those of their competitors, ensuring that the essential components for
successfully competing in the market are acknowledged (Kipesha and Koech 2020). After
evaluating their own strengths and weaknesses, businesses must keep an eye on their rivals to
discover any possible openings or dangers to their market or supply sources.
The fact that Amazon is among the top companies in the world when it comes to online
shopping and that it has a strong brand should be noted when discussing the benefits of the
firm. Additionally, according to the "Global Brand ranking in 2020," Amazon's brand is
valued at more than $250 billion. The fact that Amazon offers a platform on which it can
financially service the demands of a substantial number of consumers is one of its main
benefits. As a consequence, it has changed into a business that gives its customers' needs top
priority. Amazon regularly expands its variety of goods, as seen by the impending "drone
delivery service" and the "Aura Smart Sleep System" by WI Things. Your company will be
distinguished from the competitors as a consequence. 
One may argue that this business approach is one of Amazon's weaknesses because it is
simple, cost-effective, and has solid capital planning. One of its issues is that the business is
now suffering losses in several different nations. Even though Amazon is a strong proponent
of innovation, there is a lot of evidence to show that this strategy is ineffective. 

Qualitative goals

For a select few organizational goals, it is possible to establish the numerical target values
today. This analyses how different operational departments or input components impact the
bottom line of the firm by contrasting "long-term" clients.
The main objective of Amazon is to provide more innovative goods that can be purchased for
less money and delivered more rapidly.

Using divisional plans as a guide

At this level, the planning for each sub-strategic unit is appropriately carried out, and the
contributions made by each department, division, or product category to the company are
described. For this, having a "deep" understanding of macroeconomic mechanisms is
essential.

Reviewing the performance

Finding and analyzing the discrepancy between actual and anticipated performance is part of
performance analysis. The business must carefully assess its historical performance, current
state, and expected future state (Kiprono et al. 2018). The degree to which the organization's
long-term objectives and reality differ from one another may be evaluated using this critical
examination. The business makes an effort to predict the situation it will find itself in if
present trends continue. For the fourth quarter of 2019, Amazon projects net sales of between
$135 billion and $145 billion, increasing between 5% and 13% over the same period in 2020.
Due to rising prices, Amazon has issued a warning that its operational profitability would
reach zero in the fourth quarter.

Strategy pick

At this stage, the process of creating a plan is complete. The organization's overall objectives,
available resources, limitations, and available options all have an impact on the best course of
action.

Strategic Plan Change

Acceptability

They must be embraced by every worker in the organization, especially those who will be
responsible for seeing that the objectives are achieved. Managers generally prefer pursuing
objectives that are consistent with their beliefs, and they may even go to great lengths to
hinder the achievement of objectives they believe to be wrong or immoral (Kieran et al.
2019).
Goals that management and employees see as being imposed from above are more likely to
be rejected or accepted reluctantly. Therefore, it is crucial to consult with your team and
obtain their consent before enforcing new policies. "Long-term" goals must have the support
of all stakeholders, even those who are not directly involved in the business, to be successful.

Feasibility

Due to the shifting conditions of the competitive environment and the dynamic character of
the competition, objectives must be developed to withstand these difficulties. Consistency
shouldn't suffer in favor of flexibility. The objectives need to be thoroughly evaluated before
any adjustments are made. Any modifications to the goals must be made public to guarantee
that all of the organization's resources are directed toward the same objective.
Suitability

The mission statement of the company should be used as a guide for defining goals. Every
objective must lead to the accomplishment of the greater ones. Setting objectives that are
directly at odds with the mission statement is not a smart idea.

Action Plan

1.     To address each of the primary organizational difficulties and the accompanying goals, a
specific set of activities, carried out by a specified person at a given time, is needed.
2.     Establish a comprehensive, high-level action plan that details the steps required to carry
out each of the organization's strategic objectives.
3.     A specific set of actions, carried out by a specific person at a certain time, are necessary
to solve each of the primary organizational challenges and the goals that go along with them.
4.     Create a thorough, high-level action plan that outlines the procedures needed to
implement each of the organization's strategic objectives.
5.     Each of your programs, services, and two significant commercial ventures must have
"action plans" (marketing and growth). These plans, once created, should include details on
how the overall action plan will be carried out. Every action plan has to be directly related to
the overarching corporate strategy.
6.     Offer a strategy to assist each management team (and, ideally, each employee) in
achieving the objectives of the business. All of these plans ought to describe how the primary
functions' action plans will be carried out. Like previously, describe how these acts assist the
firm in achieving its main objective.
7.      Depending on the requirements and organizational structure of the firm, an action plan
can be organized in a variety of ways. The following, for instance, might be included in the
company's strategy:
 The necessary goals and their relationship to the organization's overarching strategic
goals
 What specific outcomes (or goals) are necessary to realize the organization's principal
objective?
 Where do they intend to travel?
  Following the accomplishment of the desired outcome (or timelines for each
objective)

Strategic Management Difficluties

1. Excessively high standards: In general, many resources from several departments and
places are needed to accomplish strategic goals. Everyone will be able to grasp their duties
and responsibilities thanks to the detailed list of goals for each team.
2. A lack of coordination: Even with sound goal-setting in place, prioritization and
cooperative conflicts can impede daily progress toward a strategic aim depending on how
well teams and people are aligned. This non-strategic attitude is the most frequent reason for
strategy mismatches (Mongered 2020). Since they are the most prevalent and accessible, non-
strategic goals may be given precedence.
3. Track of goals: Since many companies still use spreadsheets to keep track of their goals,
progress cannot be monitored. Even if a boss and employee get along well, it could be
difficult to ensure transparency or acquire information. They now make it harder to manage
strategic goals, which is even worse.
4. Not relevant to the plan: Because we seek stability and order, we frequently concentrate
on operational tactical issues that can be solved quickly. How do we influence people to
perform differently when strategic objectives aren't always as clear-cut and focused?
Matching personal goals to career aspirations is the best line of action. Along with
participating in "strategic teams" with people and organizations from other nations.
5. There are no limitations or constraints: "You manage what you measure," goes the
adage. Who or what may undermine an unquantified strategic objective? Decide on
reachable, measurable objectives. For instance, a conversation regarding management at all
levels may be sparked by predictive analytics.

Recommendations

 Form a committee to decide on goals. The current standard is to use OKRs (objectives
and key outcomes), however, anything is better than nothing. Find out which writing
 techniques work best. Managers should determine the team's objectives. Use OKRs if
there are no best practices.
 By ensuring that everyone is aware of who is truly working on each strategic goal and
what that aim is, people may prioritize non-strategic objectives. This is particularly
true if the hierarchy clearly shows the alignment.
 Use technology that assumes the job will be finished satisfactorily. For instance,
Tonics offers predictive analytics based on the frequency and timeliness of
accomplishment reports, tailored to achieve certain objectives. This makes it possible
for leaders, managers, and workers to assess the current priority and allocation.
Prescriptive modelling can be used to track a goal's progress even if it is not an exact
science. It will be simpler to manage a target if it is clear.

References

Kipesha, E.N. and Koech, P., 2020. Effect of Strategic Change Management on Performance
Of Selected Government Owned Entities in Mombasa County. International journal
of advanced research and review, 5(4), pp.1-19.

Mongare, K.P., 2020. Strategic change management practices at municipal council of

Kitsios, F. and Kamariotou, M., 2017. Strategic Change Management in Public Sector
Transformation: The Case of Middle Manager Leadership in Greece. In Proceedings
of BAM Conference 2017 (pp. 73-78).

Eriksson, Y. and Fundin, A., 2018. Visual management for a dynamic strategic change.
Journal of Organizational Change Management.

Kakucha, W., Simba, F. and Ahmed, A., 2018. Effects of organizational culture on strategic
change management in Mombasa County Government. Journal of Human Resource
& Leadership, 2(1), pp.19-41.
Kang, E., NANTHARATH, P. and Hwang, H.J., 2020. The Strategic Process of Merger and
Acquisition (M&A) Market Using Integrating Change Management. The Journal of
Distribution Science, 18(6), pp.57-62.

Kiprono, S.D., Joyce, K. and Michael, K., 2017. Effect of strategic change management on
performance of large and medium hotels in Nairobi County, Kenya.

Ocasio, W., Laamanen, T. and Vaara, E., 2018. Communication and attention dynamics: An
attention‐based view of strategic change. Strategic Management Journal, 39(1),
pp.155-167.

Sasaki, I., Kotlar, J., Ravasi, D. and Vaara, E., 2020. Dealing with revered past: Historical
identity statements and strategic change in Japanese family firms. Strategic
Management Journal, 41(3), pp.590-623.

Kieran, S., MacMahon, J. and MacCurtain, S., 2020. Strategic change and sensemaking
practice: enabling the role of the middle manager. Baltic journal of management.

Eriksson, Y. and Fundin, A., 2018. Visual management for a dynamic strategic change.
Journal of Organizational Change Management.