MGT XXXXXXXXXXAdditional Assessment item Type: Essay Value: 100% Length: 3000 words +/- 10% Task: Drawing on information from an organisation with which you are familiar, (a) analyse and evaluate a...

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11
th
-August-2017
Introduction
The organization which we have chosen for this research is Apple Incorporation. The
organization operates in the field of technology where managing change is one of the biggest
task. The ability to change technology, particularly using cloud services and agile, has paved the
way for rapid implementation of new business solutions. The ability to introduce new elements,
techniques and solutions into the enterprise is also driving unprecedented change impacts on
organizations, culture and people. Keeping pace with these changes is proving a challenge for
many organizations. Apple has moved away from a top-down waterfall view of change to one
that is participatory and iterative and experimental (5 aspects of emotional intelligence, 2017).
Moving to an experimental, agile, learning organization emphasizes the need for must-have
change practices and these organizations are teaching their employees the skills they will need to
help their organizations become more "change fit."
Adopt an Apple incorporation Change Methodology
Apple incorporation change is a demanding discipline that requires in-depth skills and
methods. These practices start at the inception of the transformation, and wrap up after new work
methods and behaviors have taken hold and are delivering expected outcomes. A methodology
provides a common language, enables an understanding of risks, and defines actions,
responsibility and deliverables. To scale and reliably address the "people challenges" associated
with transformation, it is essential to adopt an Apple incorporation change methodology. Ad hoc
usage and developing a plan using a hodgepodge of techniques will not move you forward or
develop the long-term Apple incorporation resilience needed.
Assess the available methodologies, and select one to use as a foundation across all
projects, taking into account cultural differences for global enterprises. The Prosci ADKAR
Model — awareness, desire, knowledge, ability and reinforcement — is a methodology that is
used by many Apple incorporation clients. Kotter's "eight steps to change" is another. Start using
a methodology on small projects. Debrief, focusing on lessons learned and what to improve for
next time, with a focus on tailoring the methodology to your organization and culture (All About
Staffing -- Hiring and Keeping the Best Employees, 2017).
Think beyond the immediate change effort and assess Apple incorporation change needs
to keep pace with technology changes and competitive challenges. Develop a mix of Apple
incorporation change and communication techniques that can be tailored and used for all projects
and programs. The application of techniques may differ by geographic regions and cultural
norms, but the same objectives should apply — instilling the desired process, technology
behavior changes. This will enable the Apple incorporation resilience needed for digital business,
and for thriving in times of uncertainty (Do not resuscitate order, 2017).
Apple incorporation change activities range from identifying the stakeholders that will be
impacted, to nurturing and supporting new ways of working once the change is complete. A
change program's success hinges on behavioral and process change. These change activities
won't happen unless they are part of the plan, with resources funded, and activities defined and
managed. Without the often overlooked behavioral change, the overall changes to work will not
happen, and the intended benefits are quickly eroded. Along with the negative financial impact is
the much more dangerous impact of eroding the trust and confidence of employees and external
stakeholders.
The techniques supporting the human aspects of a change are often not properly funded,
because leadership frequently believes these activities are "nice to have." CIOs and executive
business sponsors commonly associate Apple incorporation change tactics with training activities
that happen too late in the program. Embed Apple incorporation change activities into any effort
that will change the way people work, reporting structures or technology.
Appoint an experienced Apple incorporation change lead. Alternatively, hire a consultant
with these skills, and insist on transfer of this knowledge to an internal change leader. You will
ultimately want to build these capabilities, and digital business transformation will require an
experienced insider who is familiar with your culture. Note that initially, utilization may be a
part-time role. Since change demands can grow during the life cycle of the initiative, a resource
may cover multiple change efforts. Planning, in particular, is time-consuming and will require
dedicated resources, or the vital subsequent activities will not happen. Partner with HR, because
it has many great skills in this area and will be a good partner as you grow this competency.
Identify impacted stakeholders early in the program planning phase. This information
shapes the engagement and communication plan and most of the subsequent activities. It also
informs risk identification. At Apple incorporation, we commonly see the risks associated with a
lack of Apple incorporation adoption poorly understood, and seldom identified in any way that
can be mitigated. This is where many change programs unknowingly take a turn onto the road to
failure. You can start small and build your change capability (Jobs an unconventional leader,
2017).
Create a Compelling Vision Shared by Everyone
If you don't know where you are and where you want to go, how can you hope to get
there? As simple as this concept may be, many enterprises embark on a change journey without
clearly stating their vision and validating that there is alignment with the vision. Many
organizations have a strong tendency to jump to the tactics and solution. Without a shared vision,
it's easy to lose focus, expand scope, waste resources and leave the organization feeling like there
is a lack of direction. Trust and confidence in leadership begin to erode, which can lead to more
serious problems as the effort proceeds (John Dunlop Systems Theory of Industrial Revolution,
2017).
To achieve the benefits from a change effort, it is critical to develop and communicate a
unified, consistent message. This starts with the leadership and executive sponsors working
together toward a common vision that can be captured in a shared story. A good story paints a
compelling view of the future, and sets realistic expectations of what the journey will entail.
Creating a story draws others in. Include the critical component of "Why change?" Capture this,
and start every meeting with the story. This cannot be over-communicated.
Develop a Structured Communication Plan and Strategy
Now that you have a common vision, the next step is to ensure that all the various forms
of communication are...