Change Management Plan—Food & Beverage Company Giant
Imagine that you are part of a communication team that’s been tasked with creating a change management plan for a food & beverage company giant, that is making changes internally to modernize the company’s values and a new business strategy. This was a class assignment that we were given in our Organizational Leadership & Change Management course. Read on to discover how my group members and I used the values of Act Fast, Be Bold, Build Trust and Work As One to create a change management plan.
"Parkside Office Village" by University of Essex is licensed under CC BY 2.0.SITUATION SUMMARY
Our client is a top 10 Food & Beverage company, founded in 1924. Its headquarters is in Atlanta, Georgia. They bring in around 35 billion dollars in revenue. The company has over 15 brands in the food and beverage sector. There are offices and manufacturing facilities all around the world, and numerous wired and non-wired employees.
Early in 2023, there was a tentative change management plan, which had a strategy focused on innovating for the future. But, due to lack of proper research, the plan did not work out because the company’s existing values were not aligned, leading to a failure in implementation. The strategy wasn’t created using the right mindset, so it didn’t promote the desired behaviors for the change management plan.
With that, Project Monarch was formed with an initiative to modernize the company’s values and make them align with their new business strategy and energize employees around the future of the organization. After extensive and proper research, our team came up with new recommended cultural values, which we believe will support the business strategy and the organization’s overall purpose effectively. They were approved by the CEO and the executive team and will serve as guidelines to execute the whole process. The proposed values are:
· Act Fast
· Be Bold
· Build Trust
· Work As One
SWOT (Strengths, Weaknesses, Opportunities, Threats) ANALYSIS
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Support from leadership
The CEO formed the taskforce, and along with his Executive Team approved the new cultural values that the group will help implement in the organization.
Current organizational culture and success
The current culture that the organization has has helped them become a top 10 Food & Beverage company, bringing in revenue of around $35 billion, with 15+ brands. We can build off of the current culture and innovation in the organization to implement the new business strategy as well as the new cultural values.
Resources at disposal
Availability of financial resources to create training programs, communication tools and other change management initiatives. We’ll also have other resources as necessary to ensure effective implementation of the change plan.
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Employees’ resistance to change
Employees are accustomed to current processes and practices, so they could be hesitant to change. We would have to address their concerns and help foster understanding of why the change is necessary.
Global operation
The size of the organization may result in challenges in implementing changes effectively and swiftly. We would need to break down the change plan into manageable phases and set expectations that no matter where in the world the offices and manufacturing facilities are located, they can meet the goals that have been set.
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Potential for innovation
We want to create opportunities for employees to contribute ideas that align with the company’s new values. The change management plan would need to offer room for these ideas.
Leadership in the market
Implementing a successful change management plan could lead to innovation that will help make the company a leader in the market. We’ll be able to develop new products and brands that will align with emerging market trends and consumer preferences.
Employee engagement
Through the creation and implementation of the change management plan, we want to enhance employee engagement and collaboration across departments. We want employees to have a sense of ownership and involvement in the change process.
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Survive channel activation
The creation of a new business strategy and new cultural values could activate employees’ survive channels. Too many changes at once and too quickly can make them focus on day to day instead of long-term, which is the point of the change plan.
Potential of competition in the market
The new business strategies and cultural values have to keep the company in its top 10 standing. All strategies implemented have to differentiate the company and allow it to stay competitive.
STAKEHOLDER ANALYSIS
Stakeholders and their needs:
CEO and Executive Team: Support and commitment to driving the change, allocation of resources, and clear communication of the change story.
Middle Managers: Training and support to effectively communicate and model the new values, address employee concerns, and guide their teams through the change.
Employees: Clear communication of the change, understanding of how the new values relate to their work, opportunities for training and development, and channels for providing feedback and contributing to the change process.
HR: Assistance in developing training programs, communication materials, and performance management systems that align with the new values.
Communications Team: Collaboration in crafting the change story, developing communication channels, and creating engaging materials to share the vision, purpose, and values.
The company’s employees are our key stakeholders. To effectively implement the new cultural values and business strategy, we have to get the employees on board.
OBJECTIVES AND DESIRED OUTCOMES
Objectives:
Implement the identified cultural values (Act Fast, Be Bold, Build Trust, Work as One) within the organization, embedding them into the fabric of how the company does business.
Foster a culture of innovation.
Create/Enhance cross-functional collaboration.
Energize employees around the future of the organization and their role in it.
Desired Outcomes:
Cultivate an organizational environment among all employees, departments and levels. Everybody needs to be on the same page about the new values.
Improve or create collaboration among departments/cities/countries, breaking down silos, creating a more efficient communication and organization.
Foster a mindset and behaviors that support the values of speed, decision-making, curiosity, risk-taking, integrity, commitment, collaboration and inclusion.
Enhance employee engagement, motivation, and productivity throughout the process and after it.
APPLYING KOTTER’S PRINCIPLES TO THE PLAN
There are many models to follow when implementing a change management plan. Most of them come from the principles originated with the leadership and change management guru, John Kotter. Since his principles have been established for some time and are very useful, our team will apply his methodology in Project Monarch.
1. Create urgency: The sense of urgency was created once the new business strategy was established. In order for the new business strategy to be implemented effectively, the company must modernize their values. By creating this urgency for change, we are also able to identify potential threats and develop scenarios of what could happen in the future. During the process, we will emphasize the importance of examining all opportunities and bring up honest discussion, giving all involved stakeholders the opportunity to take action towards the change. Since the company’s management is already ready to “buy into” the change, this step will be done more effectively.
2. Form a powerful coalition: The CEO brought together representatives from Communications, HR, and the Project Management Office to form the Project Monarch taskforce. This group will help modernize the company’s cultural values and will help implement them. Our team will identify true leaders in the company (within different departments and levels in the company), as well the key stakeholders. By doing that, we can ask them to work in the dual channel, bringing more commitment to the change. Also, with the help of the volunteers, we can be aware of the weak areas as the campaign goes on and be able to act promptly to answer those concerns.
3. Create a vision for change: The taskforce came up with four new cultural values that would support the new business strategy and the organization’s overall purpose. A clear vision for change will help all stakeholders to understand the why and the how. By having our four values already determined, we will be able to create a strategy that will execute the vision.
4. Communicate the vision: For this step, our team will constantly and effectively communicate the vision and values of the change during the whole campaign. By using clear and compelling messages, it will be possible to make the stakeholders understand why the change is important and what the desired future looks like. Based on continuous, transparent and tailored communication, we will reach all employees and possibly address their concerns and anxiety by communicating openly and honestly. By doing so, it will be possible to avoid the survival channel and by “walking the walk” the results will be achieved.
5. Empower action: During the campaign, our team will be constantly providing employees and stakeholders the necessary resources and tools to guide them to keep contributing to the change. By preventing possible obstacles and barriers, the project will provide the employees with a sense of ownership and responsibility, making them feel like they are part of the change. Leaders play a crucial role when it comes to empowering their teams and we will provide the best training and strategies to keep all employees energized and committed to the change. By recognizing people and constantly rewarding them, added to taking action to quickly remove the barriers, the plan will be able to work on the thrive channel.
6. Create quick wins: Kotter states that nothing motivates people better than success. Giving employees a taste of victory early in the process will generate even more enthusiasm and create momentum, boosting employees’ morale. By showing tangible results and benefits from the change, the team will be able to avoid resistance, skepticism within the organization and negative thinkers. We will thoroughly analyze the potential pros and cons of every input and properly showcase the quick wins.
7. Build on the change: When all the steps are done correctly, it is time to reinforce the positive aspects of the change and constantly remind all involved stakeholders, again, the why. Kotter argues that many change projects fail because many companies “declare victory” too early. In order to avoid it, our team will analyze all the “quick wins,” to figure out what went right and wrong; set continuous goals or change the ones previously set; apply the kaizen idea, for continuous improvement and bring new and fresh ideas as the campaign goes by.
8. Make it stick: The team will make sure that the progress is talked about every chance there is. From CEO, HR, managers - everyone will be on the same page about “walking the walk.” The idea for change will become part of the organization - all the four values and principles will be constantly communicated and eventually become the new organization's culture. The team will focus on including these new values and ideas when hiring and training new staff, publicly recognize key members that helped during the process, celebrate quick wins and praise employees for adapting to the new processes, behaviors and change of mindset.
By applying this model, we’ll create a comprehensive change management plan that addresses the specific values and goals of the food and beverage company. We’ll need to regularly assess progress, gather feedback, and adapt our strategies to ensure successful implementation throughout the campaign.