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Systems to involve Stakeholders in the planning of

change
Organisational stakeholders of business need to be involved in planning
strategic changes. The extent of involvement of each type of stakeholder in
the planning of the change depends on a range of factors such as their
influence, their importance, and the degree to which changes are going to
affect them.

The extent of involvement of each type of stakeholder in the planning of the

change is best explained by referring to the following graph.

PIC

On the basis of graph above, employees and managers as the main internal
stakeholders at Company need to be involved in change planning process to
the extent of co-creating.

The degree of involvement of companys main external stakeholders

customers, on the other hand has to be limited to testing, whereas the
companys suppliers and shareholders need to be involved in the planning of
change to the extent of selling

Additionally, decision makers may commission market surveys or mandate

market research institutes so as to early perceive emergent stakeholder
groups and their claims (Zimmermann, 2011, p.225) in order to reflect their
viewpoints regarding the change initiatives.

It is important to note that the system to involve stakeholders in the planning

for change presented above is only a general framework and the extent of
involvement of stakeholders may differ in each individual circumstance
depending on the nature of the proposed change.

Change Management Strategy with Stakeholders

Businesss change management strategy with stakeholders primarily
depends on the level of power of each stakeholder category, as well as, the
level of their interest on the change proposal. As a general rule, Company is
suggested to deal with its stakeholders on the basis of the following figure as
it has been suggested by Murphy and Willmot (2010)

PICTURDE

According to the figure above, Businesss stakeholders with high power and
high level of interest such as employees and shareholders need be closely
managed in relation to change initiatives. High level of power and low level of
interest stakeholders, such as customers, on the other hand, need to be kept
satisfied by the company management.

Another stakeholder category that has low power but high level of interest,
such as suppliers need to be kept informed about the progress of change
initiatives through various communication channels. The type of stakeholders
that have low level of power and low interest in changes within Boots, such
as general public need to be monitored with minimum efforts and resources.

Evaluation of Systems to Involve Stakeholders in

Change Planning

The proposed system for Company to involve stakeholders in change

planning (Figure 1) represents an efficient method for developing an effective
change plan and contributes to its efficient implementation. The system
proposes the involvement of employees and managers in change planning
process to the extent of co-creating that involves engaging in in-depth
dialogue and developing joint scenario analysis. The rationale behind such a
great attention to employee viewpoints relates to close familiarity of this
specific type of stakeholders with organisational issues.

The degree of involvement of Businesss main external stakeholders

customers, on the other hand is decided to be limited to testing that
involves simulations, pilot interventions, and testing, because customers
approach the issue from a narrow viewpoint i.e. they expect greater value
with no considerations to resources required (Pride et al, 2009).

The proposed system for Company states that company shareholders need to
be involved in the planning of change to the extent of selling, i.e. they need
to be informed about change proposals through various communication
channels.

Strategy for managing resistance to change

Resistance to change is part of change process. It is something which can
have both positive as well negative impacts on the organisation. Kotter &
Schlesinger (1979) explained the importance of strategy to handle the
resistance in the organisation.

Education and Communication: By properly educating and

communicating with the concerned stake holders about the change,
their misconceptions and confusions can be sorted out without which
they are full of questions and worries. People tend to accept the
change once they become aware of the change.

Participation and involvement: A strategy need to be devised to

facilitate the participation and the involvement of the stakeholders in
the change process. This gives them motivation and sense of
involvement makes them feel part of the change to which they dont
try to become a resistance.

Negotiation and agreement: When an organisation goes for a strategic

change, then lots of things are at stake. And it becomes equally
important to move towards change by forming an agreement among
all the members and the management through proper negotiations.

Facilitation and support: By facilitating and supporting the people who

are initiating and managing the change process, the motivation level of
people are increased and boosts their confidence which in turn
becomes example for others as well to be a part of change and taking
 it forward.

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Change Model to implement the new Systems in

NOKIA COMPANY
Pettigrew and Whipp defined change management theory which
consists of five main factors. This theory has been used to implement
the change model in the Invensys control. The factors of the theory
are, (Value Based Management, 2011):

Environmental Assessment: Invensys Controls should define

monitoring system for it internal and external environmental
factors which can have impact on the business.

Human Resources as assets and liabilities: The Company should

form a policy and strategy, where the staff should be trusted and
be given more value. The staff should be treated as assets for
the company so that staff feels more value and confident.

Linking strategic and operational change: The Invensys controls

need to link the strategic change of the organisation with the
daily and routine work of the staff at company. This will help the
change to get more accepted among the staff and there will be
more acceptability among the staff for the strategic change.

Leading the change: The Company should create an

environment, which motivates the staff to accept the change.
Company can set agenda considering the direction of the change
along with the vision and values.

Overall Coherence: The planned change strategy should be

consistent and should be the one which provides competitive
advantage to the organisation.

It is suggested that the Invensys Controls should plan an

implementation Plan for new IT system, by utilising and adopting
above stated five factors of change.
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Implementation Plan
The implementation plan becomes the stepping stone for any project and it
determines the success and failure of the project. Therefore, implementation
plan achieves high importance and should be planned and decided by
considering all the business factors which includes internal and external and
all the stakeholders should be taken in confidence. The widely accepted
implementation plan for strategic change being suggested by Johnson,
Scholes and Whittington has been considered.

Gaining support of the key stakeholders, who include key decision

makers and the facilitators. They should be provided with enough
relevant information on the needs and benefits of adopting the
planned change.

A full detailed plan should be prepared with proper start and end date
and should include and define the various stages of the change
process with the time frame. This detailed implementation plan should
be agreed by all the department heads and the decision makers.

A strategy should be planned to obtain the commitment of the staff to

make this strategic change feasible and achievable

The ground level staff and the users who will be using the new IT
system should be brought in, in the project plan and should be asked
for their feedback and reviews

The staff should be given proper recognisition and reward on the

success of the project

The staff should be given development and training programmes on

the new skills required which will help in making the implementation
plan successful

Proper change control method and performance monitoring system

should be put into place

The changes happening at various stages should be analysed and

evaluated well
 The areas which are causing problem and are creating hurdles in the
project plan should be studied and be removed

The whole implementation plan should be monitored and reviewed on

weekly, monthly and quarterly basis

Governance model need to be defined to handle the escalation and the

key decision processes

Measures to Monitor Progress

Monitoring the progress becomes important as it helps to find out and
analyse the current status of the change happening and the performance. It
helps to find out, what steps need to taken to improve the performance so as
to achieve the objective successfully.

To monitor the performance, the management should follow given methods:

Setting SMART objectives for every individual team which should be

reviewed on monthly basis.

The review policy needs to be adopted at both team and individual

level on end of course term.

Setting Benchmark for individual teams and then reviewing the

performance against benchmark

Setting KPIs for every team based on the work task they are
responsible for. Quantity based performance system should be
adopted, like number of students enrolled, number of student queries
processed, number of students re-enrolling for other course, etc.

Quantified standards should be set for every individual teams, and the
comparisons of the performance should be made with standards.

360 Degree Feedback is considered to be one of the best performance

measuring instrument which helps to analyse the performance of team
with every individual aspect which is directly or indirectly related.
CONCLUSION
This report refers to the strategic change management in the case of NOKIA
company. It identifies much useful information attempts to internally change
towards to the environmental change. However, it is a primary research. This
report helped to identify the need to involve the stakeholders and various
strategies to engage them in the change process, which is of utmost
importance to make change process a success at organisational level. To
implement strategic change management, it may need a further investigation
in order to achieve the effectiveness of business development from the
implementation.