Introduction
A change management plan to implement a new process in the workforce to allow for a business to provide more personalized service is needed in the retail industry (Aloysius, Hoehle, Goodarzi & Venkatesh, 2018). Brick and mortar stores must do something to differentiate themselves from e-commerce businesses, which can provide more convenience to shoppers who prefer not to have to leave their homes. In other words, brick and mortar retailers need to give consumers a reason to come in—and that reason is personalized service. This has been demonstrated successfully by companies like Best Buy, which introduced the Geek Squad to provide a service-oriented approach to consumers so as to get them physically into the store (Meyer, Shankar & Berry, 2018). This paper will discuss the topic of implementing a service-oriented approach to consumers for brick and mortar retailers as a change management plan, using examples such as Best Buy for guidance along with the Kotter 8-Step process to guide the change management plan.
The State of the Change Management Field
The purpose of change management is defined as: “to assist the organization in achieving its goals which cannot be attained with the existing organizational structure, functioning and client servicing, and to minimize the adverse effects of any changes made” (Vedenik & Leber, 2015, p. 585). There are many different old models and theories that have been used to implement change management in the past. These include organizational development theory, socio-technical systems theory, business process re-engineering theory, and processual and contextual accounts of change (Buchanan, Claydon & Doyle, 1999). However, the best change management approach for an individual company will depend on that individual company’s needs. In other words, an audit of the company will have to be performed before anything can be implemented. As Vedenik and Leber (2015) point out, “managing change is of key importance if companies or organizations want to remain competitive” (p. 584)—and part of the key to managing change effectively is to know what a company must do to compete and to differentiate itself (Trout & Rivkin, 2006).
With that said, it is possible that a generic model of change management can be adequate for managing change in a company no matter what it is engaged in. A generic model like Kotter’s 8-step model is such a one. This idea is supported by Pfeffer (2013) who indicates that there is a kind of universality to the concept of management.
Current Theories and Areas of Debate
The current theories and areas of debate on change management all boil down to two main approaches to managing change: first is the procedural model of change and second is the self modeling approach. Kotter’s 8-step model for change management is the most popular example of the procedural concept and can be applied in virtually any organization because it provides a basic, fundamental way for managers to approach both the business and the problem of change and shows how context can play a part in managing the change. This can all be seen in the 8 steps of the Kotter change model, which are:
1. Create a sense of urgency
2. Create a guiding coalition
3. Create a vision for change
4. Communicate the vision
5. Remove obstacles
6. Create short-term wins
7. Consolidate improvements, and
8. Anchor the changes
Kotter’s 8 steps are a helpful for when there is a lot of time available for planning and conceiving the appropriate course of action (Kotter, 2007). However, as Kotter (2012) also notes, there are limits to the degree that a company can spend time in the planning and conceptualizing stage and the reason for that is simply this: the Digital Age has ushered in an era of fast-moving parts, and companies cannot afford to spend endless hours in meetings. In some cases, leaders have to act fast, based on limited data—and that is where the self-model of change comes into play. Researchers debate over which is best, but the truth is that it all comes down to the need, time, and context of the individual company.
The self-model of change focuses on the role that the leader plays in managing the change. It stipulates that to effectively manage change, a leader has to have an innovative orientation and an ability to lead; a common leadership style associated with this model is transformational leadership (Warrick, 2011). In this model, the leader has to be able to communicate effectively and get workers to buy into the vision proposed for the change. The leader is generally required to be...
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