Question

Describe a time when a change initiative at your company (or a previous one, or one you have researched) failed. Describe ways that could have been used to overcome this resistance to change and choose and discuss an approach that could be used to managing this organizational change such as Lewin's Three Step Model, Kotter's eight-step plan, action research or organizational development. Also, discuss how the organization can embrace change by creating a culture of change by using one of three approaches: managing paradox, stimulating an innovative culture and creating a learning organization.

Answer 1

Many employees feel resistance to change in number of instances like :

1. Peer pressure
2. Job insecurity
3. Climate of mistrust
4. Misaligned reward and compensation systems.

Internal factors like office politics, micromanagement, Bureaucracy, toxic culture, job stress, lack of transparency and External factors like technology changes, geopolitical risks, governmental law changes, etc affects resistance to change.

1. Self interest is an internal factor for example individuals lack of ability to learn new things
2. Lack of understanding is internal factor as conflicts between two leaders over strategy
3. Lack of trust is another internal factor as we see managers fail to trust management strategy and plan amd hence show disinterest and criticism
4. Differentiation assessment is internal factor because when two mamagers have different assessments and evaluation of strategy none is implemented due to conflicting opinion
5. Low tolerance for change is internal factor because employees have low tolerance when mergers and acquisition is announced as it calls for layoff and downsizing

Many organisations have adopted Kotters changes management model using : Freeze, Unfreeze, Refreeze stages.

Organisinations conduct trianing and consult top management consultants to showcase key benefits of changes and its timelines. After which old structures and patterns are disintegrated ajd dissolved and new changes are proposed. Post which new changes are incorporated and glued and adapted globally.

BUSINESS CASE:

RECOMMENDATIONS TO CHANGE : INDIAN TELECOMMUNICATIONS SECTOR MARKETING STRATEGY AMIDST STIFF COMPETITION AND TECHNOLOGICAL CHANGES

Telecommunications industries summary

Telecommunications industry in India faces an Oligopolistic market structure with combined revenue potential of 30 billion Us dollars and taxation rate at 33 % with 4 large players of equal sizes namely BSNL, Vodafone Idea limited, Bharti Airtel, Reliance Jio. The industry has grown at stagnant rate from 3% to 4% however has been largest contributor to GDP at 11% and contributes 11,00,000 jobs yearly in India. However key challenges remain industrial prices set by Jio as rock bottom, heavy taxation and cumbersome merger acquisition regulations amd strong consumer pressure on low prices.

Industrial output has grown from 22billion dollars ro 30 billion dollars a sper GSMArena, TRAI data, DoT data. FDI in Telecommunications has increased however hummongously by 57%but the consumer demand for data and calls has grown enormously by 322% and so has the prices fallen to 5 Rupees per 1 GB data as compared to 250 rupees for 1 GB data in 2014. The Government has too allowed foreign investment and global players tobid for spectrum auction and hence net FDI is higher and dollar inflow and suprlus too is high.

The biggest drivers of growth pattern are changibg consumption preferences to higher usage plans, lower prices which drive higher affordability, 4G coverage and infrastructure sharing. The Demonetization in 2016 in India saw huge losses to telecoms sector and similarly the 2008 Recession also impactes financial health of 10 players existing erstwhile which led to substandard growth in Telecommunications sector in 2009 era.

Key recommendations : Creating learning organisations using fast mover advantage theory.

Recommendations for expansion including heavy bid for spectrum auctions, cutting down 3G tower and adoption of mass bubdled plans across rural areas for widened coverage and tieups with smartphone vendors becomes the need of the hour.

By and large we conclude and infer that rising taxes and increasing compliance as well as competitive pressures from incumbents coupled with cheap dirt prices will keep industry revenues subdued for while and will only improve after 4 quarters as expected by Crisil and ICRA. With adevent of 5G, we expect the future to cross 100 billion dollar opportunities in India wkth tonnes of commercial use cases and techtonic changes in Technology which will see unprecedented growth as industry stabilises and consolidates itself leading to firm prices and saturated demand and wide scale adoption of 4G and 5G services.

References :

Telecom sector debt to remain elevated, by ICRA, ET Telecommunications, 4th December 2018.

Telcom debt woes spilling into finance sector a cause of worry, ICRIER, Business Standard, June 30th 2019.