Assignment on
News Items Categorized into Dunphy and Stace Model
Assignment Submitted to
Ms. Israt Sultana
Assistant Professor
School of Business and Economics
United International University
Assignment Submitted by
On behalf of the group
Sirajum Munira Parisa
ID: 111 201 046
Group Members
Name ID
Sirajum Munira Parisa 111 201 046
Tanvir Hasan Emon 111 201 024
Mohammad Ihsan 111 201 152
CHANGE MANAGEMENT Uddin Kabir
Tahmin Rahman 111 202 091
HRM 4365 Kazi Mohammad Ali 111 191 009
News 1
Organizational Change management: The People Side of Digital
Transformation
Organizations recognize that successful digital transformation involves more than just technology
upgrades. Organizational change management (OCM) is crucial for integrating new processes and
mindsets. Research reveals that without investing in OCM, about 20% of a transformation's value
is lost, often due to employee resistance and leadership misalignment. People struggle with the
shift towards agility and fear being left out or overburdened. Many IT leaders lack resources for
proper employee training, risking a return to old habits under stress.
To improve change management, a user-centered digital approach is essential. Traditional training
methods are challenging to scale and slow. Digital tools offer scalability and acceleration, aiding
in managing common transformation challenges and boosting user adoption. SAP and Schaeffler
partnered to explore digital applications to support consultants in planning and managing change
strategies, focusing on user needs and building functional prototypes for future innovation.
Emphasizing a continuous evolutionary change model, transformation projects should prioritize
users and their ongoing needs, moving away from a one-time change approach at go-live.
News 2
Employees are Losing Patience with Change Initiatives
In 2023, businesses are amid significant transformations due to the push for digitalization and
adaptations to hybrid work models, addressing challenges like inflation, talent shortages, and
supply-chain constraints. However, employees are increasingly resistant to change initiatives
despite organizations witnessing a surge in planned enterprise changes.
Gartner research indicates a staggering drop in employee willingness to support enterprise
changes, termed the "transformation deficit." The intense pace of change and top-down approaches
have led to employee fatigue and reduced trust in organizations. While transformation goals aim
to alleviate burnout and enhance efficiency, the approach to change often involves short-term fixes,
exacerbating the issue.
The prevalent mistake in change management is the rush to accelerate transformation. Gartner
highlights the need for prioritized change and fatigue management. Prioritized change involves
transparently communicating organizational priorities to guide employee efforts and prevent
burnout. Managing change fatigue necessitates incorporating proactive rest periods into
workflows, involving employees in decision-making, and empowering managers to act as
resilience builders rather than change champions.
By focusing on these strategies - prioritized change and fatigue management - organizations can
optimize their transformation efforts in 2023, reducing resistance and utilizing employee energy
more effectively.
News 3
Don’t Tell Employees Organizational Change are Coming
Employees are experiencing constant upheavals in their jobs due to various organizational
changes, yet a significant portion (about one-third) lack understanding about the reasons behind
these changes. This lack of comprehension can hinder successful change implementation, leading
to resistance and decreased commitment from employees, ultimately contributing to the failure of
transformation initiatives.
To effectively manage change, executives and change leaders need to focus on four key aspects:
1. Inspiring a compelling vision: Communicate a clear narrative explaining why change is
necessary and how it contributes to the organization's future. For instance, showcasing how
an acquisition helps achieve broader objectives, like aiding customer needs or fulfilling a
company's mission, can generate enthusiasm and support among employees.
2. Consistent and clear communication: Regularly provide updates that reinforce the case
for change and the envisioned future. Address uncertainties transparently, even if answers
aren't readily available, and emphasize the personal benefits for employees ("what's in it
for me").
3. Empowering leaders to drive change: Equip leaders with the necessary tools, knowledge,
and confidence to navigate and lead through change effectively. Training sessions and
skill-building exercises are crucial to ensure leaders are well-prepared to support their
teams.
4. Engaging and involving employees: Solicit feedback, involve employees in the change
process, and recognize individuals embracing and demonstrating desired behaviors.
Initiatives like change champion networks or awards for exemplifying corporate values
foster ownership and commitment.
Overall, effectively leading change involves inspiring, informing, empowering, and engaging
employees to become advocates for change. Organizations that excel at change management
significantly outperform their peers, emphasizing the critical importance of guiding employees
through transformational journeys.
News 4
All Change: The New Era of Perpetual Organizational Upheaval
The news outlines the current landscape of continuous and widespread organizational changes,
likening it to the fast-paced and ever-changing nature portrayed in the film industry. CEOs and
organizations are navigating multifaceted shifts, including the balance between remote and in-
person work, harnessing AI's potential, addressing workforce motivation and talent retention, and
building new leadership models.
Key highlights:
1. Age of Perpetual Organizational Upheaval: Organizations are experiencing continuous
and simultaneous changes that require new, more dynamic management approaches
tailored for this complex era.
2. CEO's Struggle with Organizational Complexity: Surveyed business leaders highlight
challenges arising from overly complex and inefficient organizational structures that hinder
mission delivery and strategic adaptation.
3. Impact of Post-Pandemic Changes: The pandemic accelerated trends like remote work,
leading companies to grapple with structuring support for employees regardless of their
work location.
4. Significant Shifts Highlighted in McKinsey's Report: The State of Organizations report
identified ten critical organizational shifts that require strategic attention from CEOs.
5. Four Superpowers for CEOs to Navigate Changes:
i. Speed as a Competitive Advantage: Fast-moving organizations show higher
resilience, financial performance, growth, and innovation. Empowering decision-
making and streamlining hierarchies are crucial.
ii. Technology Augmenting Human Capabilities: Embracing AI and advanced
technologies to work alongside human input can enhance efficiency and reshape
organizational culture.
iii. Focus on 'Forgotten' Talent: Recognizing and incentivizing talent beyond top
performers, especially middle management, to bridge capability gaps and maintain
motivation.
iv. A New Style of Leadership: Shifting from hierarchical structures to networked
autonomous teams, where leaders exhibit authenticity and encourage employee-
driven change.
Ultimately, the news emphasizes the necessity for CEOs to adapt and transform organizational
structures, leveraging speed, technology, talent, and leadership to build resilience and navigate the
ongoing and unpredictable changes in the organizational landscape.
News 5
Only 26% of Organizations Surveyed in India Ready to Deploy AI: Cisso Study
The Cisco AI Readiness Index, encompassing a survey across over 8,000 global companies
including those in India, indicates that only 26% of Indian organizations are fully equipped and
prepared to implement and utilize artificial intelligence (AI) technologies effectively. Despite this
low readiness level, the report highlights that Indian firms are actively taking steps and measures
to brace themselves for an AI-driven future.
The index was created in response to the growing adoption of AI, recognizing it as a transformative
force impacting both business landscapes and daily life. Although AI adoption has been
progressively advancing for years, recent developments in generative AI, alongside its increased
accessibility, have sparked a higher level of interest in the potential of AI technology. However,
this surge in interest also brings forth new concerns regarding data privacy and security, as
highlighted in the report. Despite these challenges, the survey notes that 93% of respondents
acknowledge the significant impact AI is likely to have on their business operations.
On a positive note, the study highlights that companies in India are proactively engaging in various
preparatory measures to navigate and leverage the potential of an AI-centric future, despite the
current low level of readiness observed.
News 6
Arla Foods Accenture Song with European brand transformation
Arla Foods, a major Nordic dairy company, has engaged Accenture Song for its European brand
transformation, building on their existing relationship. The partnership aims to creatively connect
consumers with sustainable, high-nutrition dairy products amidst the global need for nutritious,
natural food for a growing population. Accenture Song will lead the strategic transformation of
Arla's brand experience, expanding its scope deeper into Europe.
This collaboration follows Arla's launch of two new sub-brands in 2022, where Accenture Song
provided creative support, leading to an expanded role for the agency. The new contract focuses
on reshaping Arla's brand experience, emphasizing sustainability commitments and creative
initiatives, intending to redefine Arla's Masterbrand and sub-brands' portfolios.
Amid concerns about the food industry's environmental impact, particularly high-methane foods,
Arla's move towards sustainability involves incentivizing farmers for climate-friendly practices.
This initiative entails allocating up to €500 million to reward farmers engaging in sustainable
farming methods, demonstrating Arla's commitment to reducing its environmental footprint.
Will Hodge, co-chief of Accenture Song's creative business in the UK, highlighted the potential
of creativity in shaping the future of food, praising Arla's commitment to sustainability. This
partnership signifies a concerted effort to revolutionize the dairy industry by integrating creativity,
sustainability, and growth strategies.
News 7
Applying Change Management to Drive GCC Public Sector Transformation
The Gulf Cooperation Council (GCC) nations are undergoing extensive public sector
transformations aiming to enhance efficiency and service quality. Implementing these changes
faces hurdles, especially concerning cultural shifts. Strategy& experts Roger Rabbat and Aya
Hallak suggest leveraging change management and culture change principles to elevate the success
rates of these initiatives.
Over 100 transformation programs, aligned with Saudi Vision 2030, are underway across GCC
countries. This evolution demands reshaping employee mindsets from secure public servants to
performance-driven, customer-centric professionals.
Change in the GCC public sector, employing a significant portion of the workforce, encounters
unique challenges. The traditional approach to change management, while valuable, might not
sufficiently address cultural shifts needed for strategic alignment and success.
The article outlines five guiding principles:
1. Aligning culture with transformation goals by identifying and fostering critical behaviors.
2. Engaging influential peer-selected change champions to diffuse new ideas.
3. Engaging leadership visibly and actively, combining bottom-up and top-down initiatives.
4. Initiating change management early, avoiding its relegation to secondary HR-related tasks.
5. Adapting governance structures based on the transformation's scope, complexity, and
duration. This ranges from makeshift models for limited transformations to formal change
management units for extensive and prolonged initiatives, as often seen in GCC nations.
These principles, emphasizing cultural alignment and effective change management structures,
can fortify GCC public sector transformations and improve their success rates.
News 8
ProClips Consulting Kicks off Next Edition of Change Program
ProClipse Consulting has commenced the second round of its Change Champion Academy
Program, a 3-month initiative aiding leaders and senior professionals in enhancing their change
management skills. This program, initiated in mid-2023, combines theoretical insights with
practical application, aiming to empower participants to drive sustainable change within their
respective organizations.
With the first edition being sold out, the current cohort comprises 15 professionals from diverse
sectors. The program focuses on various change management approaches, including the renowned
Prosci Change Management Methodology and the ADKAR Model, designed by Prosci founder
Jeff Hiatt to achieve successful change outcomes.
Participants will implement acquired knowledge in their real-life projects, receiving guidance from
ProClipse Consulting experts to drive results and institutionalize learning. The program coincides
with a period of significant change in the Middle East, characterized by major governmental and
private sector transformations aligned with regional visions and economic strategies such as Vision
2030 in Saudi Arabia and 'We the UAE 2031'.
Given the surge in transformation spending, the program emphasizes the pivotal role of people in
delivering tangible results. ProClipse Consulting, based in Dubai, specializes in leadership
development, people capabilities, and fostering supportive organizational cultures for successful
transformation programs. The firm was acknowledged as one of the region's leading change
management consultancies last year.
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