Rasmussen Creating A Successful Change Management Plan Assignment Competency Examine leadership’s role in executing successful change. Instructions Delt

Rasmussen Creating A Successful Change Management Plan Assignment Competency

Examine leadership’s role in executing successful change.


Delta Pacific Case Study

As the change leader for Delta Pacific Company (DPC), you know certain elements need to be in place by leadership for a change to be successful. DPC wants to change the culture from the more traditional manufacturing environment to one of a contemporary consulting environment. Now it’s time for you to help the leaders execute a successful change:

Determine how leadership impacts the organizational culture during this change
Examine elements that are critical to making this change sustainable
Assess the top mistakes leaders make and determine the best way to avoid those mistakes

As the change leader, it is your responsibility to help ensure a successful change in the shift of DPC’s organizational culture. Part of this includes alerting leadership to how their own behavior impacts change and how change can be sustainable.

Conduct academic research and create a plan to present to the CEO and board in which you complete the following successful change management plan:

Explanation of leadership behaviors that impact organizational change.
Description of critical factors that ensures this cultural shift will be sustainable.
Examination of the top mistakes leaders make during a change.
Explanation of your recommendations as to the best ways the leaders can avoid making those mistakes.
Remember that this is a proposal. Make sure to format your paper properly for your proposal. A proposal is a persuasive document, so make sure to use proper language and tone. Remember, you are the change leader, and you are writing to the CEO. So use a tone in your proposal that is specific to your audience (the CEO).

Include your APA-formatted reference page with at least two credible sources.

A note about credible sources: Credible sources are reliable, accurate, and trustworthy. These sources are written by authors respected in their fields of study. You want to identify sources where the author of the article is listed if they’ve referenced other information. The sources should be cited so that you can check for the accuracy of and support what they have written. Project Case Study: A New Direction for Delta Pacific
In a global business environment where organizations can no longer rely on traditional factors that
historically lead to a competitive advantage such as access to proprietary technology, exclusive rights to
raw materials, or proximity to customers and markets, many organizations have re-structured to
capitalize on new success factors. In the United States that has resulted in a shift in many cases from
product or service-based businesses to knowledge-based businesses (OECD, 1996; Powell & Snellman,
2004). Powell & Snellman (2004) define the key components of a knowledge economy as. .a greater
reliance on intellectual capabilities than on physical inputs or natural resources.” (p. 201). This case
presents the challenges facing an organization as it transitions from its traditional business model to one
that incorporates greater reliance on the knowledge of its workforce. The focus of this case is on the role
of the organizational behavioral system in facilitating a successful transition to the new corporate
The Case Scenario
The Delta Pacific Company (DPC) has a long history of success. The company has been at the fore front
in the development of information technology since the 1970s and led the market in technology
development, manufacturing and sales throughout the 1980s to the mid-1990s. DPC was a success story.
They consistently met or exceeded their profit targets, successfully integrated new technology into their
products, and they were considered one of the best employers in the country. With generous benefit
packages, a high quality of work life, industry leading salaries, and a corporate culture that considered its
employees to be part of a family, potential employees were lined up for opportunities to join DPC.
However, with the advent of globalization, freer trade, and low cost overseas labor, DPC found itself
slowly losing market share for its primary product: computer hardware. DPC had prided itself on
producing and selling the best products and training its sales force to develop long term relationships
with clients that brought them back year in and year out for DPC’s technology. Along with hardware, DPC
also sold service contracts and training classes for the end users of their products. By the late 1990s it
became clear to the leadership at DPC that they could no longer compete with less expensive products
being produced overseas. At one time they could sell their higher priced goods on the premise that they
were of higher quality, but that was no longer the case. Foreign-made products were now being
produced to match or even surpass the quality standards set by DPC. However, conversations between
sales representatives and their clients did indicate one thing: the clients valued the personal interaction
they had with the sales reps and the personalized advice that they could provide to their clients to help
them to reach their goals. DPC recognized that they needed to make a change and they believed they
had a new vision for their company.
As they entered the 21st century DPC moved away from hardware solutions to business challenges and
shifted instead towards knowledge-based solutions. Rather than selling equipment, DPC began to market
the extensive knowledge of their workforce. DPC would no longer sell the equipment; they would instead
provide integrated knowledge-based solutions to information management problems. Essentially they
would become a consulting firm that would assist their clients to set up systems that would facilitate
information management. But now their solutions would go beyond hardware and encompass software,
organizational design, data collection management, work flow and overall information management reengineering. Sales reps underwent significant training to prepare them for their new roles. However, the
redesigned jobs were not a good fit for all of the sales reps. some moved on to other types of positions
within the company, but others left to pursue opportunities elsewhere.
As expected, profitability declined during the initial introduction of this new organization mission as
employees became accustomed to their new roles. Due to the time taken to train employees, they were
spending less time in the field with their clients generating revenue and more time in the classroom being
oriented to their new roles. However, the decline persisted much longer than anticipated and the
company’s leadership team, board of directors and the shareholders were growing impatient with the
slow returns. It became increasingly apparent that while the training, resources, and equipment were in
place, significant changes in the organizational behavior system at DPC were necessary to ensure long
term success.

Purchase answer to see full

"Order a similar paper and get 100% plagiarism free, professional written paper now!"

Order Now