Polyfit Ltd Case Study

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Table of Contents

1. Create Urgency 2
Creating Urgency in PolyFit Ltd 2
2. Form a Coalition 2
Impact on PolyFit Ltd. 2
3. Develop a Vision for Change: 3
What PolyFit Can Do 3
4. Communicate the Vision 3
Communicating the PolyFit’s Vision 3
5. Remove Obstacles 3
Limitations and Obstacles in PolyFit: 4
6. Create Short-Term Wins 4
How to achieve quick wins in PolyFit Ltd 4
7. Build on the Change 5
Building a change in PolyFit 5
8. Hold the Changes in Corporate Culture 5
Corporate Culture in PolyFit Ltd 5
References 5

Kotter's 8-Step Change Model
Whether it is a small change to one or two processes or a whole system needs to be altered in PolyFit Ltd, it is very common to be intimidated by the scale of the change. Since, the company needs to …show more content…

Is John Kotter’s eight-step change process, which was introduced in his book ‘Leading Change’ in 1995. The eight steps for leading change are illustrated below in accordance with the current situation of the company:
1. Create Urgency
For a change to happen in an organization, it is necessary for the whole company to realize the prominence. This will ignite the initial motivation in order to get things moving. The company leadership needs to be sitting together, discussing about the competitors and how the change can be implemented in the working environment. An honest and convincing dialogue with the stakeholders will keep the company updated with the marketplace happenings and about the rivalries (Bandura, 2007).
Creating Urgency in PolyFit …show more content…

To lead the change, the company needs to bring together a coalition of influential people for whom power comes from numerous sources, including job title, expertise, status and the political importance. Once formed, the coalition will work as a team to build the momentum and urgency around the need for change (Burns, 2006).
Impact on PolyFit Ltd.
• Identification of true leaders in the company
• Work on team building for the promotion of the new strategy
• Check on the weak areas like slow production planning or non diversified approach in the marketing plan
• Sureness of good mix of people, for instance, some who can take care of the political effects and some to look after the procurement issues
3. Develop a Vision for Change:
When a certain project starts, there is an array of vision and ideas that go through the consideration of the think-tank. A clear vision when implementing change can give a better chance to the employees to understand what the company is up to. In a result, the directives make a better sense, thus leading to a successful chase of the mission (Hernes & Weik, 2007).
What PolyFit Can Do
• Determine the values central to the retail

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