DIGITAL

CHANGE
MANAGEM
ENT
 TWI
GA
Executive summary
Twiga will use the ADKAR business model to successfully apply the new accreditation
standard AS9100 Revision D. Twiga's main challenge is its aging workforce and their resistance
to change. Individual and organizational change were the core focus of this detailed extensive
report . Some of Twiga's problems are also addressed, and necessary steps are highlighted.

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 Stakeholder analysis, project rationale, readiness for change, and resistance to change have all
been recognized, and an effective Digital Change Management model plan is also well-
developed within this report to foster change within the organization. There are other several
activities that have been highlighted to ensure the project's success. In twelve months, the
change will be implemented.

Table of Contents

1.0 INTRODUCTION..........................................................................................................................

2.0 SITUATIONAL ANALYSIS........................................................................................................

2.1 TWIGA CURRENT SITUATION:.....................................................................................................

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 2.2 WAYS IN WHICH TWIGA’S EMPLOYEES REACT TO CHANGE;...................................................

3.0 OBJECTIVES................................................................................................................................

4.0 CRITICAL SUCCESS FACTORS...............................................................................................

5.0 CHANGE MANAGEMENT PROCESS.....................................................................................

5.1 ANALYSIS OF CHANGE MODELS................................................................................................

5.2 LEADERSHIP..............................................................................................................................

5.2 SELECTION OF AN APPROPRIATE CHANGE MANAGEMENT MODEL..................................

6.0 FORMULATING AN ORGANIZATIONAL CHANGE MANAGEMENT PLAN:............

6.1. KEY STAKEHOLDERS ANALYSIS:........................................................................................

6.2 READINESS FOR CHANGE.........................................................................................................

6.3 PERFORMANCE MEASURES......................................................................................................

7.0 EVALUATION OF DIGITAL IT CHANGE MANAGEMENT STRATEGY:....................

7.1 ROADMAP ELEMENT:................................................................................................................

7.2 ROAD MAP PROCESS................................................................................................................

7.3 FORMULATING AN IT CHANGE IMPLEMENTATION PLAN.......................................................

8.0 CONCLUSION:...........................................................................................................................

9.0 REFERENCES:...........................................................................................................................

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1.0 INTRODUCTION

In the modern economic context, the only certain factor influencing organization is change
to thrive in the dynamic fast-paced business environment. It is inevitable for organizations
to inculcate change irrespective to the existing skills, capabilities, and situation of the
organization to implement proactive strategies to sustain their competitive advantage in the
long run. Increasingly, customer needs and wants are changing dramatically, to fulfil and
satisfy their needs organizations must discover effective strategies to survive in the
industry. Therefore, to foster change an organization should follow a systematic and
methodical change management process to flourish successfully.

Twiga is a family owned organization specializing in producing exquisite quality

performance dyes and coatings. The company have several distribution agencies across the
world. The company is encountering a major challenge “Ageing Staffs”. The company
workforce does not seem to comply with the new technological advancements
implemented by the company to accomplish the overall corporate objective. Twiga is
planning to foster for accreditation standard AS9100 RevisionD to allow the company to
sell their products in extensive regulated environments. This will make Technology a core
business prime to improve the overall communication process. This proposed strategy will
activate end to end flow of information and strengthen the visibility of activities for the
accreditation standard.

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2.0 SITUATIONAL ANALYSIS
Analysis of the case organisation

The Socio-technical theory is known as an interactive tool fostering an active interface

between human actions and technological advancing changes that promotes an effective
working system leading to boost connectivity and performance.

Fig 1: Element of organisation and their relationship.

An effective analysis of the overall social and technical requirements would require a
contemporary work design with the following characteristics;

1. Critical Detailed minimalistic rules: These rules encompasses both negative and
positive aspects. The negative aspects involves that no more prominence must be
weighed than what is specified, the positive aspects specifies that we identify what
aspects are crucial for the overall success. This means the work flow designed must
be clear with regard to the regulations and rules, critical guidelines and predefined
processes.
2. Variance control mechanism : Deviations from the planned procedure should be
managed appropriately from the beginning of the work design. This recognizes

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 each individual from the initial start to monitor their own core jobs and the manager
is recognized as the first line of defence for crucial boundary jobs.
3. Multi-skills and versatility : Managers and workforce organisation should be
knowledgeable and versatile to conduct more than one job role to boost the work
system to become highly flexible and multiskilled . This will allow a function to be
completed in multiple ways.
4. Boundary location Band : Roles that are interdependent should be allocated in the
same departmental area and network. Interdependence might be a factor that
requires several roles with similar knowledge and capability. Boundaries are
allocated on the basis of three principles: technology, territory and time.
5. Information system flow: Information systems must be well-detailed mainly to
extract information available to generate action and lead towards problem solving.
This is unique compared to delivering information based on categorised channels.
6. Support cognisance: The social system must support the new strategies by
complying suitable behaviors and re-amending group structures to promote easy-
flow of operations. The Rewards systems should be supportive too.
7. Design and Human Values: The work design fostered should promote high results
and performance by building a strong organisational structure to create positive
effective results of conducting job roles.

The other prime factors in designing socio-technical systems includes (Eason, 2014);

• Integrating common Organisational beliefs in the work structure.

• The work System must be focused towards the Corporate goals and
organisational purpose: Twiga’s core purpose is to foster well for accreditation
standard AS9100 Revision D.
• Involvement of all relevant Stakeholders in planning and executing the system:
All stakeholders involving trade unions should be considered in the decision-
making process, therefore, less resistance will be confronted during the change
process.

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2.1 Twiga current situation:
Table 1: Twiga current situation.

Poor planning The company has failed to introduce a well- defined

standardized business process leading staffs to conduct their job
roles haphazardly, every staff and manager is doing things in a
different way. The company has limited IT strategies embedded
within the company to fully implement the ERP system. These
drawbacks and undesirable effects are caused due to lack of
planning and management. This will risk the company’s survival
if precative elements are not implemented immediately.
According to Berry (1998) , the fear ignited due to lack of
strategic planning.

The Culture Twiga’s employees are highly resistant to change, most of the
employees are accustomed to handle manual processes in
performing their tasks. Another issue is the number of aging staff
within the company who finds it complicated to adhere to new
technological processes and advancements. They are entangled
to a closed-culture with the perception that they will be replaced
when new technological advancements are inherited within the
company. These issues are impacting Twiga negatively.

To further eradicate the negative issues the board of directors are

not supportive of any I.T digital solutions. Heskett (1992) clearly
discussed that successful implementation of new technology is
only effective with the right cooperation of staff and
management.
Integration Another major challenge facing Twiga is the lack of integration
of the departments and processes within the company to

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 accomplish the corporate objectives successfully. The ERP
system and the production systems are not fully-coordinated
and the data of sales is entered manually into the system
causing duplication of work and loss of data. Lynne Markus,
(2001) exasperated that Lack of integration within the
departments of a business will lead to many bottlenecks and
disruptions leading to a fall in business performance.

Redundancy Another major issue facing Twiga is the entry of sales data,
Duplication stock inventory and production data is entered manually
causing loss of data and redundancy.

2.2 Ways in which Twiga’s employees react to change;

• Fear of unknown: Organisational change often leads to uncertainty and
distress if not implemented appropriately. This can lead individuals to plug in lower
efforts due to distress and will also lead to negative actions. Most of the staff
believe in the ideology that technology will replace their hard talents and efforts,
they are used to doing things in certain ways and they are afraid to adhere to new
changes introduced.
• Culture: This is another underpinning cause towards personal discomfort
with new changes as the workforce are operating in a high-context culture with
lower openness to experience trait. The staffs adhere to minimal norms and they
want to work following the traditional approaches only.
• Individual resistance: Organisational change will eliminate certain
traditional work approaches and systems, will bring in redundancies, layoffs and
departmental mergers. One of the major challenges facing Twiga is ageing staff,
and the level; of change resistance is high in the current context.

3.0 OBJECTIVES

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Analyzing the current situation of Twiga and the overall internal and external environment, Twiga
has discovered four major objectives to accomplish, to implement a successful ERP system
complying with the overall corporate objectives of the company. Twiga is rigorously aiming to apply
for accreditation standard AS9100 Revision D , which allows the company to sell their products in
high regulated environments.

• Implementing the new accreditation standard AS9100 Revision “D” by the year 2024.
• Accomplishing 80% employee satisfaction level throughout the overall change management
project
• Accomplish an increase of 20% annual revenue growth until the year 2024.
• Accomplish an increase of 10% of supplier and distributor turnover annually until the year
2024.

It is vital for Twiga to achieve these objectives complying the SMART criteria to navigate through
the time frame allocated to implement the change leading to overwhelming positive results and
achieving the project organizational objectives.

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4.0 CRITICAL SUCCESS FACTORS
How can critical success factors these can be implemented to champion the IT change project?
Table 2: critical success factors

Senior management should offer the I.T department with all the
required resources, processes, and extensive support. Therefore, it is
Senior Management
vital to present the proposal in a desirable format to convince the Board
Support of Directors regarding the overwhelming advantages the proposed
strategies will bring in.

Extensive Integration The ERP system should be implemented and integrated with the overall
production system of the company to ensure coordinated successful
efforts can be derived. This will mitigate the issues of duplication and
will also evade loss of data

It is essential to offer both on-the-job and off-the-job staff training and

retraining programs must be designed efficiently to increase the
Training
knowledge, skills and capabilities of the staffs to gain a positive
perception on the new Proposed IT strategy.

A project leader or champion should be chosen within the workforce

group to drive innovation and business performance. This Project
champion must focus on consultation, management and
Project champion communication with the staffs and end users. The champion chosen
must have sufficient technical and functional understanding and
simultaneously must be multi skilled and versatile towards any
problem-solving matters or conflicts that arises in between.

A Clear sense of direction and purpose must be articulated for the

workforce to follow and gain clear insights. The proposed IT strategy
Implementation
must be defined by highlighting the positive changes it is going to bring
strategy in and its compliance to the corporate mission, vision and objectives.

It is vital to consider the importance of staffs and their involvement in

introducing the proposed technological strategies within the company.
Employee involvement
Staff involvement must be a crucial element in the overall success of
the project.

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5.0 CHANGE MANAGEMENT PROCESS

5.1 Analysis of Change Models

Change management refers to an organised method of implementing change with regard to

individuals, groups, and organisations from the current state to the expected desired state ,
to achieve the overall vision, mission and corporate objectives of the organization. Change
management is a continuous methodical process aimed at striving the organization forward
with innovative strategies and decisions. Twiga’s change management process is
encompassed around empowering workers to embrace technological changes in their
current setting.
Contemporary change management models will be explained below;

Table 3: Pros and cons of some change models.

Models Advantages Disadvantages

• This provides a checklist of • This model Fails to
tasks that needs to be differentiate the roles and
ADKAR accomplished to manage functions between leadership
Model change. and management.
• This model focuses on • This model is suitable to drive
outcomes rather than tasks and smaller change initiatives.
process. Only highly encompassed on
• This model enables to measure the people dimension. It is not
progress of change for each sufficient in prominence to
methodical step of the model at make large-scale change
individual level. happen
• This model Fails to
differentiate between
incremental enlightenment
change and step process
change.

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Kotter’s  Rigorous and organized check • This model follows a Top down
eight list. approach.
Model  Short term accomplishment and • This model is less rigorous and
wins fosters faith in the overall Weak in promoting sustainable
change process change.
This model Communicates the
change vision and positive
impacts.

Kubler – • Most staffs are encouraged to • This model’s main drawbacks

Ross discover the current stage they are are the five stages, which are
change presently in to identify the suitable too simplistic and these steps
model strategies and implementations they does not adequately describe the
need to foster. emotions people experience
• These models aid managers to during the change process.
organize and plan on how to manage • This model is simple and easy to
every emotion. Workers will feel understand. However, it does not
embraced and valued when managers promote organized changes that
consider and involve about the are sustainable in the long run as
change and they can even connect there is no continuous monitoring.
this process to effect on productivity

• The Kubler-Ross model is

very substantial to understand how
other staffs and individuals are
putting up with change. Individuals
tend to gain a better sense of
understanding to know why
colleagues are behaving in a
particular way.
Mickinse • This model is Relatively • The model has been lacking
y 7s recommended and good for a small sufficient empirical evidences to
Model venture change operations with very support in real world context.
few employees. Therefore, it is essential to monitor
• This model encompasses the employees at each step of the way
structure, strategy and allows the towards implementing the change
change management process to be effectively.
• This model is considered to be
conducted in a methodical way to
more rigid and the tasks are detailed
boost performance and operations.
to specify staff behavior with less
promotion of staff involvement.

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 • McKinsey model is considered
to be impossible to effectively
carry out alone or in a short
time period.

5.2 Leadership

Leadership is the art of motivating a group of people towards achieving a common sense of purpose
and the organizational goals. Leadership is the key to boost change management positively in the
long run. A transformational leader will be the ideal leadership style to drive organizational change
and boost performance. Kotter’s 8 step process presents leadership with a map on how to lead
change within an organization to drive change forward leading to overwhelming success.

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5.2 Selection of an appropriate change management model

ADKAR Change Model: The ADKAR Change Model focuses on the individual and
organizational change management process. Twiga's most significant issues are its aging
personnel and the old culture that has infiltrated the company; three quarters of the
workforce is unable to embrace change and inherit technical developments.

Twiga will be able to overcome these obstacles with the help of this change model. When
an organization reengineers and restructures, the change is not in the strategy, but in the
accountabilities and responsibilities of each staff and manager. When executing the
change, the workforce strategies and tactics must be followed, therefore, it is essential to
take ownership of the project.

Another substantial factor in boosting employee performance is management training and

development. Change should be driven and employees should be trained on the new
processes. Increasingly, public sector banks are investing heavily on multiple information
technology systems to automate their manual tasks to automatic task. The dimensions of
the ADKAR model are similar to these transformation drivers. Individual differences,
transformation, and process all have the potential to affect change success.

It is vital to appoint a change manager who will be able to overcome resistance by setting
up indicators to discover why employees are highly resistant, therefore, they can formulate
clear purpose-driven communication during the first stage of the engagement. Lack of
clarity and direction appears to be the source of employee resistance. Because stress affects
a person's brain's ability to process information by 80%, it's critical to understand fatigue
and stress during communication to make sure that all the stakeholders involved gets the
same message, understands the new direction, and how it will affects their job role and
behaviors.

The ADKAR approach will be used to better understand and handle staff weariness,
distress especially in light of the new technological advancement;

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6.0 Formulating an organizational
change management plan:
6.1. Key stakeholders Analysis:

This is a crucial analysis that Twiga needs to conduct to ensure all the relevant
stakeholders are satisfied to achieve the overall goal of the digital project.

Internal Stakeholders: The internal stakeholder engagement comprises all actions

required to communicate all the changes that must be implemented and aid members to
prepare themselves with sufficient training and development for the change. It is vital to
monitor the member’s readiness for change to respond to new strategies, therefore, the
readiness is crucial for the change successful implementation. The different ways an
organization can determine is through;

• Presentation and brainstorming sessions

• Change agents and project champions
• Brand standards and values
• Working groups
• Webinars and video conferencing.
• Emails

External Stakeholders Analysis: Running an external stakeholder audit will allow the
company to recognize what external stakeholders are expecting from the change process.
For example; the government, clients and trade unions are all external interested
stakeholders. Effective PR meeting will create and develop public confidence in the
workings of the business. The company will state the advantages and why the change
process is crucial for the survival and success of the company. Some external stakeholder
management tactics include:

I. External advisory committee and group

II. Ongoing government meeting and relational commitments
III. Information sessions and presentations

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IV. Extensive Brand standards.
V. Traditional corporate communication (radio, blogs, newspapers,TV)

6.2 Readiness for Change

o There is a high-level approach and resistance in place for both internal and external
stakeholders to foster towards the change positively.
o Dissatisfaction of existing processes and the culture does not foster change and
innovation.
o The Top senior management is attracted by the change project.

6.3 Performance Measures

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7.0 Evaluation of digital IT change
management strategy:

The future success of an organization depends on its business performance and significant
strategies developed, which means its efforts to effectively implement exquisite strategies
to achieve organisational objectives (Randeree and Al Youha, 2009).

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Integration of the first five basics will yield powerful and mutually supporting results:
true performance-based, client-focused values. No particular advantage can make
organisational effectiveness. Quality is required across the full range of organizational
effectiveness outline features if reasonable strength is to be attained.

7.1 Roadmap element:

Figure 2: Linkage of Twiga activities and roadmap elements.

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7.2 Road Map Process

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7.3 Formulating an IT change implementation Plan

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8.0 Conclusion:
When making a transformational change it is vital irrespective of the scale of change
whether big or small, the implementation of roles, effective communication and staff
involvement with the right leadership must be fostered to drive change in a positive light
and achieve the overall goal of the whole digital management project.

Change management begins from the first stage of planning , it needs to start from the
individual and it is essential to emphasize on the importance of change to the whole
organization. Sufficient change mechanisms and systems must be in place to foster positive
successful change. Support at any stage of the change process must be offered to the staffs
at any moment to ensure the issues are resolved appropriately.

The ADKAR model can be applied as a detailed guide to recall the prime elements when
initiating a change initiative:
• It is significant to check if the individuals are mindful of the change, what would be
the best way to communicate the change?

• What are the challenges and issues the groups are facing, so the issue can be
resolved to promote effective performance to embrace change?

• How is the team going to attend training and development session to gain clear
insights, master the relevant required skills to be able to foster the change?

• What are the employee performance appraisal techniques, group-appraisal

techniques and how do we measure the performance against the goals?

In conclusion, Digital change management requires sheer efforts from all the connected
stakeholders with effective planning and change management techniques to fully
accomplish the project goals. Hence, will allow Twiga to boost performance and drive the
organization towards overwhelming success.

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9.0 References:

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