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Assignment ContentPurpose of Assessment Develop specific strategies with supporting tactics to implement positive change within an organization. You will use information you prepared in Week 5 to complete this assignment.Scenario: You’ve been hired as a consultant to develop strategies with supporting tactics to implement positive changes in the corporation you chose in Week 5.Review your analysis of the corporation’s change process from Week 5 to be sure you have a thorough understanding of the change and the need for the change.Prepare a 12- to 13-slide Change Management Presentation for the company’s Board of Directors. Include the following:Evaluate why this change needed to occur.Discuss how this change impacts the company on a global scale.Discuss how this change impacts employees.Using Kotter’s 8-Step Change Model, chart strategies and tactics for positively implementing the organizational change. In your chart, complete the following:Develop strategies for each of the 8 steps in Kotter’s modelDevelop tactics to support each strategyJustify the effectiveness of each strategy and tactic with a rationale.Conclude your presentation with an explanation of how this positive organizational change will help the company sustain a competitive advantage in the global market. long_positiveorganizationalchange_wk5.docx Unformatted Attachment Preview Running head: “SAMSUNG” 1 Positive Organizational Change Sarah E. Long LDR/535 George DeMetropolis May 25, 2020 “SAMSUNG” 2 Positive Organizational Change In 2017 Samsung Electronics implemented an organizational change related to Research and Development (R&D) convergence (Su-hyun, 2017). The organizational change started with corporate reshuffles of the companys executives and employees. The main focus of this organizational change was to implement and cultivate collaborative research and development among all the different divisions and departments as a strategy to accelerate collaboration and synergy among the organizational members, departments, and divisions. In this change implementation, the company promoted 221 executives, including 27 executive vice presidents, 60 senior vice presidents, 118 vice presidents, and one fellow and 15 masters (Su-hyun, 2017). This activity laid the foundation for the new organizational structure that Samsung Electronics was planning for designing, restructuring, and implementing at the beginning of 2018. This organizational change meant that the company was keen on collaboration, teamwork, research and development, and convergence of different technical capabilities and a new organizational structure to support these critical elements of the corporate culture and architecture (Su-hyun, 2017). To implement this organizational, Samsung Electronics needs to follow Kotters 8-Step Change Model, which proposes eight steps to positive organizational change, as discussed below. Samsung Electronics leadership must have been aware of these steps for them to lead the change successfully. All the eight steps are essential in the change implementation process, and neglecting any of the steps in creating a recipe for failure and wastage of an organizations resources. Step one of Kotters change model is for the organization to create urgency. Organizational members become committed to the change process and elements if they are made by the leadership to understand that the change as necessary and urgent for the success of the “SAMSUNG” 3 organization (Kotter, 2008). This step required the Samsung Electronics leadership to create an environment where they can communicate the existing problem and the organizational change and solutions needed to correct it. As a result the corporate members would be supportive of the change. Besides, the leadership also needed to create forums where organizational members can raise and discuss potential solutions and recommendations that Samsung Electronics leadership can incorporate in the change implementation process (Kotter, 2008). The second step was for Samsung Electronics leadership to form a powerful coalition. This step involves making change teams that will spearhead the different elements of the change implementation process (Kotter, 2012). Leaders would then delegate tasks of directing others o these teams. Besides, the coalition teams would be responsible for communication and spreading messages to ensure effective change implementation. The team should be made up of members with different complementing skills for them to be more productive. The third step that Samsung Electronics leadership must have undertaken, according to Kotters change model is to create a vision for change. The change initiative that the company made was complicated and hard to understand and to accept by some members, especially at the low end of the organizational hierarchy. Therefore, a vision for change would enable them to understand and generate support. The vision for change should be simple, understandable, and inspirational (Kotter, 2012). The fourth step of Kotters change model is to communicate the vision once it has been fully formed. Samsung Electronics leadership must have understood that just having a clear, inspirational and straightforward vision is not enough for an effective change implementation process. They needed to communicate the vision throughout the organization. The change coalition teams are a perfect tool for an organization to use when transmitting the change vision “SAMSUNG” 4 because they are closer to the organizational members, have peer influence and reliable networks in the different areas of business where they are stationed (Kotter, 2012). The message and vision for change need to be communicated continuously to ensure that members do not lose focus. The fifth step of the Kotters change model that was relevant for Samsung Electronics leadership in the change implementation process was to remove obstacles. Having completed the first four steps of Kotters change model increases the chance of a successful change implementation process. However, it is critical to examine the entire process, goals, and progress to determine if any obstacles exist that may hinder the desired success (Kotter, 2012). Obstacles could come in many forms, including an old organizational culture that an organization is trying to change, resistance from some members, traditions, laws, and regulations by the government, financial and physical constraints. As such, for Samsung to achieve a successful change process, the Samsung Electronics leadership must have identified any obstacles blocking the change path early enough and addressed them effectively using its existing resources. The sixth step involves creating short-term wins because the ultimate change goal may be complicated, complex, and may take longer to achieve. Therefore, if an organization only maintains the ultimate goal without short term wins, the organizational members may wear out and lose focus. It is essential for an organization to create short term goals and wins to support the members and also ensure that they do not feel that their efforts are being wasted (Kotter, 2012). These short term targets and wins act as a motivation to the team. Thet also gives direction and a picture of the relevance and justification of the change being implemented. The seventh step of Kotters 8-step change implementation model is to build on the change. Samsung Electronics leadership must have understood that complacency creeps in at the “SAMSUNG” 5 middle or towards the end of the change process, thus leading many projects to fail (Kotter, 2012). Since the company had undertaken significant changes related to organizational structure and creating a culture of collaboration, teamwork, research, and development and convergence of different technical capabilities, it was critical to sustain and cement the change for longer continually. This would ensure that it sticks and become part of the organization As such, there was the need to keep setting new goals, evaluating the progress and motivating members for continued improvement. The eighth step of Kotters change implementation model is to anchor the changes into the corporate culture. Today Samsung Electronics operates under the new structure and organizational change that was successfully implemented in 2017. It is essential for change leaders to understand that simple change of habits and processes is not adequate for successful change implementation. The leadership must instill the new values into all people and processes and imped the change into to the organizational culture so that it becomes part of the core of the organization and also have a positive, lasting effect on the corporate members, teams, divisions, stakeholders, processes and the entire company (Kotter, 2012). The organizational change was positive because it aimed at improving the organizations performance, productivity, profitability, and competitive advantage. Besides, it aimed at improving the way employees did things and related to one another. Some members, who were deserving and eligible, were promoted, and this act showed that the company was committed to growing and developing its organizational members to become its future leaders. The organizational change was valid and successful because the Samsung Electronics leadership used such tactics as communication, soliciting employee feedback and suggestions related to the change and utilized coalition teams that spearhead the change and influence other employees to “SAMSUNG” 6 accept and support the change implementation process because it was beneficial to the organization as well as themselves (Kotter, 2012). To date, the companys leaders still need to continually analyze the progress to determine if collaboration and integration of research and development in all the departments and divisions are happening as they had visualized before the organizational change process began. “SAMSUNG” 7 References Kotter, J. P. (2012). Leading change. Boston, Mass: Harvard Business Review Press. Kotter, J. P. (2008). A Sense of Urgency. Boston Harvard Business Review Press Su-hyun, S. (2017). [News Focus] Samsung prepares organizational change focused on R&D convergence. 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