Index IntroductionChange: Its NatureApproaches to Change ManagementPerspectives on the Change ProcessNotable Change Management ModelsEvidence on ScopeCompetitiveness of Lewin's Three-Phase Model Vs. Kotter's Eight-Step Change Model Conclusion References: Introduction Successful organizations place emphasis on corporate policy and strategic management. Thought leadership places primary importance on meticulous planning and execution. Famous management guru Peter Drucker believes that the survival of an organization is first and foremost important. Then come the growth factors. Here survival is possible at the cost of aligning with emerging trends and starting the process of change favorable to competitiveness. Therefore, change is perceived as an effective tool for organizational development and robust growth of any company. The more flexible the change process, the better results we can expect. The change should be dynamic in nature and lead to the creation of a win-win situation for all stakeholders (Arnaboldi, M. and Azzone, 2005). Organizations like WhatsApp, Instagram, Facebook, Amazon, Snapdeal are leading the race simply because they are good at strategic change management. In fact, it is the key to their success. Their change is more global and massive with an optimization of information and communication technologies (ICT). Say no to plagiarism. Get a tailor-made essay on "Why Violent Video Games Shouldn't Be Banned"? Get an Original EssayChange: It's in Its NatureExperts believe that change is inevitable. It is the law of nature. It should be objective and not subjective. Change is impersonal and has a larger than life impact on the overall performance of any business or company. Corporate philosophy, culture and values ​​matter to what extent change is feasible and achievable (Helms, Dye & Mills: 2009). There are some factors that influence the introduction of change in the workplace. Changes are the expected results in the form of reviewing strategy, organizational structure, processes, performance and finding creative and practical solutions to meet emerging market needs. Globalization does the lion's share of bringing transitions to the workplace. In addition to this, technology, government reforms, legal implications, endless customer expectations, competition and volatile market conditions force companies to plan and execute change processes. These can be classified into internal and external factors. For example, Goods and Services Tax in India has restructured business policies, pricing, auditing, etc. It is a legal implication and it is binding for target companies to comply with the same. Sometimes, the change is voluntary while it is also involuntary. Corporate strategy is voluntary while legal reforms are involuntary changes. Both have a direct or indirect impact on the organization. Depending on the purpose of the organization, the changes could be short, medium or long term. Approaches to managing change We see controversial opinions on the feasibility of the change process. There are basically two approaches to dealing with change effectively: the top-down approach and the down-up approach. The concept of a top-down approach is related to business reengineering and business process reengineering. The central idea of ​​applying this approach is the creation and orientation of the process that aims to bring about theexpected changes in the form of costs, service, quality and minimize the average processing time. While the bottom-up approach is about effectiveness and efficiency. The Japanese term “Kaizen” is popular and recommended by management experts for improving processes, systems and for lean management. Modern change management is the best combination of both bottom-up and top-down approaches for the sustainable development of an organization. People, processes and systems are at the heart of strategic change. It must be ensured that change is not introduced at the cost of self-interest. Otherwise, not only the existing performance but also the overall organization will be ruined. It could prove to be a slow poison for the company in the years to come. In this case, the company and the business are more important than individuals in the change management process. In this case, the leader should behave as a catalyst for change and act responsibly. He or she should familiarize himself with all stakeholders with strong conviction. Perspectives on the Change Process The success rate of change depends more on its execution than on planning. Change should be incorporated with strategic objectives aligned with the company vision and mission. This is because the change process is advised and guided by a team of experts. However, when the process actually begins, some unexpected elements arise. Managing them is a fundamental challenge. Flexibility, duration, task allocation, responsibility, adaptability, readiness, stability, leadership, proactive involvement in decision making really matter in the change management process (Sturdy & Grey: 2003). Communication, coordination and commitment must be taken care of from the moment of entry to existence. It is equally important to set the right expectations from day one and continue to check, evaluate, update, confirm at every stage. Timely and accurate information leads to transparency in everything we do. It makes all stakeholders confident and delivers the desired result within stipulated time. However, there is no rule of thumb or golden theory for success. It varies from one to another. Notable Models of Change Management A well-known scholar and change expert Ralph Stacey introduced a model based on strategic change. It is useful to address unpredictability and uncertainty in current market conditions. He called it “The science of complexity”. To overcome the instability and complexity of an organization, Stacey created the strategy process. The model is fruitful for long-term gains through the cycle of change. He highlighted the importance of the network feedback system by providing an example of a Boolean network. Decision making speeds up quite a bit with a strong sense of visualization for the proposed change. It ensures the accuracy and speed of the change process, which is crucial in the execution phase. Few noteworthy change management models are mentioned below. It is interesting to compare and contrast some of them to measure effectiveness relative to industry-specific requirements. There are various models introduced and proposed by different experts to address the change process effectively. Some notable models can be mentioned in brief to compare and contrast to understand what works best for change management. Kurt Lewin's “Three Stage Model” is one of the most popular models. It is based on the “Unfreeze – Change – Refreeze” framework. Being a physicist and a social scientist, Lewin emphasized maintaining the principle of balance in all thesephases. This model was actually introduced in the 1950s. Therefore, in due time, it may seem obsolete. However, it is still used by some companies just because it is relatively easy to understand and implement. Lewin supported the iceberg theory to justify the various aspects by classifying the three phases. Dexter Dunphy and Doug Stace's contingency change management model is highly recommended for large enterprises. It is an extended version of Lewin's model. The contingency approach is considered "a best fit" as companies differ in vision, core values, organizational structure and processes. To make the change process more fruitful and results-oriented, Dunphy and Stace classified the transition into four main phases. These are “fine-tuning, modular transformation, business transformation and incremental adaptation.” Consultative or coercive change is expected after microplanning and careful execution (Westover; 2010). It is ensured when the change process is managed by a capable leader. These experts also contributed by recommending four leadership styles to implement it. Collaborative style of the leader, proactive involvement of experts coming largely from the employees, while the consultative leader sets goals and develops skills and talent pool to achieve them step by step. The transformational leader places great importance on the future of the organization. Naturally, there is less employee participation in both the change process and the decision-making process. The coercive leader depends on the key drivers of change such as managers, external parties, executives, etc. After discussion, the collaborative style is most appropriate to achieve maximum results and minimize disturbances. In short, both the scope and style of managing change are equally detrimental to its success (Senior & Swailes: 2010). The other models regarding the change process include ADKAR initiated by Josef Prosci. It is the extension of Awareness, Desire, Knowledge, Action and Reinforcement. Basically, it is the best combination of two zones: enablement zone and engagement zone respectively. Some experts perceive it in three states of change as current, transition and future. However, many leaders are not comfortable applying this model in their organization. Scope Evidence John Kotter's eight-step change model has proven to be a fruitful exercise in tactically transforming companies. It can be demonstrated with the help of a case study. The company called Danish State Railways is a joint venture between the Danish Rail Network and Bane Denmark which provides railway services (construction, technical operation, etc.) in Denmark. Even though there was no competition before, liberalization has significantly affected both the railway sector and European markets. To address the emerging challenges, the management approved and created the Railway Board in February 2007. They would all work to make Denmark a leading railway technical contractor in Scandinavia in 2010 and in Europe by 2015. They used the eight-model change phased as a reference and converted into a four-track transformation plan such as Ready, Set and Go, Better time on the track, Technology and Business development. Soren Peterson and Jens Pedersen (2008: 679) firmly believed that the motto “From bureaucracy to business” could convert their master plan of the change process into a concrete reality, as explained in their case study. Competitiveness of Lewin's three-phase model vs. Kotter's Eight-Step Change Model Work onFeasibility of change management models is essential to ensure the best returns on investment (ROI). To this end I compared two models of change. Lewin's three-stage model and Kotter's eight-stage model. Lewin's model has both merits and demerits. It's simple and easy to understand. It can be applied at a departmental or process level. It is useful for short-term changes. However, it may not work to address complex, long-term changes. This is because every change occurs with strong resistance in the initial phase and ends with reinforcement. The longer the resistance, the longer it takes. On the other hand, John Kotter's eight-step change model is more comprehensive. It is flexible enough to cope with unexpected elements during the change process. In fact, the first phase of “creating a sense of urgency” aims to reduce resistance itself. Experts believe that change management is a dynamic process. Kotter's Change Model is not only transitory but also transformative and aims to optimize gains in a systematic and scientific way (Kotter: 2012). Predictive analytics is an essential skill in strategic change management. Keeping in mind the nature of the business and industry, we believe in redesigning the product for different users. Initially, the product was made only for a particular age group of working professionals. Now we have extended the field to housewives and young people. Noi applied the first step of Kotter's model, which is to create a sense of urgency by integrating it with "awareness fields" and highlighting the future negative effects of fat or unhealthy bodies. The live demonstration will be given with the use of the machine to burn calories and keep the body physically fit. The practical guide is made more infographic and in more regional languages ​​unlike the previous one (only in Gujarati). It is a fact that business growth is nothing more than professional growth and stability for employees. Reduces resistance and increases reinforcement for both end users and employees. The revised plan takes into account changing lifestyle, working hours, health and safety regulations and market competitors. As a value chain system, personalized diet plan will be prepared and shared with end users according to lifestyle. If necessary, the provision of personal coaching is also available. A helpline is recently created to handle customer complaints. The feedback system is in place for everyone. Biweekly and monthly reports are important to measure the effectiveness of the change process and close the gap. This helps stick to the plan, which is the last phase of Kotter's model. Please note: this is just an example. Get a custom paper from our expert writers now. Get a Custom Essay Conclusion All the above discussions show that there is no rule of thumb while planning and executing the change process. No one can guarantee what type of change model will give the best results. On the other hand, the visionary leader becomes the catalyst for change through example. It is the most influential phase for reducing resistance and accelerating the change process. The key to managing strategic change is effective integration of the different elements required. After all, it is the result of effort, communication and collaboration. It works well through a caring and sharing approach. Time, budget, manpower, technology and business philosophy define the scope of strategic change. Process design, alignments and teamwork enhance the change event leading to., 2 (1), 45-50.