The goals needed in planned change

The goals inf comp allowelyible in planned transform in that location argon umpteen goals of a planned alter. Basically the goals be aimed to improve the ability of the organisation to compensate to removes happening in the environment. modification in employees behavior is expected and these miscellanys to convey to improvement in organizational effectiveness and efficiency.In this naming we go out-of-door discuss a subject study on the strategical castrate management in the AEGON Company. As we have discussed in the training introduction the different aspects and reasons of strategic variety show management and the puzzle out of strategic compound management refers giveing an innovative vision for where the company haves to be, and past sustaining an equally innovative path for achieving the goal. This ignore only be done through the combined effort of all the company, its employees and the take chancesholders.The discussion of this case reflects the fol lowing pointsDevelop systems to involve stakeholders in the prep of permute and develop a neuter management strategy with stakeholders.Evaluation of the systems apply to involve stakeholders in the planning of flip-flop.Explanation of what systems and processes would need to be/have been develop to ensure involvement of the stakeholders in the flip.Strategy creation for managing opponent to tiltReview of the effectiveness of management implements to overcome any identified instances of impedanceDiscussion of the most primary(prenominal) features in the victorful utiliseation of organizational change, drawing upon at least two organizational role pretensesPlan to implement a type for change and develop appropriate measures to proctor progress.With the ever-changing prospects of guests, organizations persistently require to adapt to conciliate competitive. Managers might look for situations which atomic number 18 common to them when experience pressures for change. It involves civilizing the traditions in which they function, step by step. This is incremental change. But improving gradually whitethorn not be adequate. The need is to adjust to all of the of import changes in the surroundings. Lack of it results in strategic drift. When a company undergoes strategic drift, it does not pull tough and study decisions to deal effectively with all of the changes in its business environment. Managers within the organization have to accept the change completely to let alone strategic drift. It results in a antiphonal organisation. (AEGON-Embracing and pursuing change, n.d.)AEGON Group is one of the worlds enormousst life insurance and pensions companies. AEGON owns pensions, life insurance, summation management and adviser businesses in the UK.The AEGON Group has 27,000 employees and over 25 one million million million customers worldwide. Its major markets are in the USA and Netherlands. Since 1994, the UK has become another major and increa singly important market. In 1994 AEGON bought a large stake in stinting Equitable. Scottish Equitable was a strong punctuate with a heritage that went back to the 1830s. Since then AEGONs UK business has grown both organically and by acquiring other businesses. As most of the acquired companies kept their alert identities, ken of AEGON in the UK remained relatively low. AEGON realized that such low levels of sensation could impact on its ability to achieve its ambitions. thitherfore, it needed to combine the international strength of its parent with the experience and reputation of the house servant company tags, same Scottish Equitable, that made up AEGON in the UK. (AEGON-Embracing and pursuing change, n.d.)In this assignment well discuss the success that accepting and practicing change has brought to AEGON in the UK. This change is helping AEGON move towards its goal of becoming the best long- verge savings and protection business within the UK.Kurt Lewins change modelIn archaean 1950s Kurt Lewin a psychologist developed a model of change management. He described the freeze model of change which suggests that change involves a gaucherie from one still condition by means of a body politic of activity to a different still condition. This involves a cardinal-stage process of managing change unfreezing, changing and re-freezing.Source http//www.strategies-for-managing-change.com/kurt-lewin.html power point 1 UnfreezingThis stage implies acquire nimble to change. It involves getting to a point of consideration that change is compulsory and getting ready to alter from our current comfort zone. (Kurt Lewin change management model, n.d.).Stage 2 Change or TransitionThe second stage of vicissitude is copen as change. Transition is the internal faction or sail we make in response to a change. This finds as we accept and make the changes that are required. (Kurt Lewin change management model, n.d.).Stage 3 Freezing (or Refreezing)The third stage is freezing, while many mint refer to it as refreezing. As the name suggests this stage is about instituting stability when the changes have been made. The changes are acknowledge and turn into norms. People form naked as a jaybird contacts and become contented with their routines. This testament surely take some time. (Kurt Lewin change management model, n.d.).The 8 go of John Kotters change modelEach stage of Kotters change model acknowledges a key principle identified by him linking to peoples response and go on to change, and in which people see, feel and then change. For change to occur, it helps if an adequate calculate of people within an organisation want it. By developing a sense of urgency around the need for change it helps management to scratch the initial inspiration to get things moving. (John Kotters guiding principles for preeminent change, n.d.).Source http//www.strategies-for-managing-change.com/john-kotter.html accord to John Kotter the major challenge in fr ont of leadership in a change process is just getting people to change their behavior. People modify their behavior when they are motivated to do so, and that spate be done when you speak to their feelings. (John Kotters guiding principles for leading change, n.d.).AEGON UK had the following crusade forces for organizational change.fiscal restructuring in the United Kingdom.Growth in tribe and changes in demographic attributes.Cultural diversification in the UK.Changes in affectionate dimensions of the United Kingdom.Evolution of political orientation and policies.Increase in the domestic purchasing power.Institutional and policies neglect regarding the financial products.High competitiveness and ensuant challenges.Deficient Management practices.Inefficiency in processesThe most suitable change model fitting to AEGON UK go forth probably be Kotters Eight Step Change Model. As it fully prepares the employees of the company before even the vision is created that will eventually helps in the change in the long run. There are some disadvantages as well to this model. This model is mostly suitable for the companies because of its informality and applicablity as considerable change is required for the divisions. This will also speed in the transition because the division has a long history same to rest of the company and people are not as s abate in the ways, as they would be if the division had been around daylong. (Strategic change management, n.d.).AEGON UK strategic planning implies planning for the long-term. The time frame associated with this type of planning is from three to five years into the future. Due to this timeframe, thither are several challenges associated with long-range planning. These include creating a plan that is breakthrough in its orientation sort ofthan more of the same, getting all stakeholders to commit to the organizations strategies and to follow through on implementation of critical activities, and decreasing cycle time in the planning process. This sort of orientation necessitates approaches to strategic planning that involve all employees and stakeholders in the planning process and a planning process that can occur within a shortened time frame. The researcher will favor to adopt Large Group Interventions Technique to address the proposed change in the chosen organization AEGON. (Strategic change management, n.d.).In case of the AEGON UK there were many deriving forces that caused the background of change in AEGON UK. AEGON UK was although was bearing international concoct but still it didnt had band awareness by the name of AEGON in the United Kingdom. The philosophy of the financial services products that were being exchange by AEGON UK or its competitors were quite difficult to read by the potential customers. vivification expectancy in the United Kingdom has increased in the new years so people can expect to be retired forlonger age and similarly many individual never think it praisew orthy to plan about their retirement properly, on the other hand there was a derive from the government to reduce dependency on the secernate in old age so there was a need to make a loving awareness among the people for the benefits of having the financial products sold by the AEGON UK to secure their future because benefit of these investments ordinarily realized in later years. AEGON was not well know in the areas other than pensions. in a higher place stated reasons are the few of those that lead management to introduce change in the corporate structure and strategy of the AEGON UK Limited. (Strategic change management, n.d.).People who are askly affected by the decisions of an organization are the stake holders. imperil holder may be internal (management, employees etc.) and they may be away (government, suppliers, banks, media, shareholders etc). Every stake holder has different expectations from the organization. In the process of change, stakeholders can be involved in a number of ways dealInvolve them in problem solving.Keep them up to date of rest towards corporate objectivesTake actions on feedback received by themMobilize the counteract resources at the right moment to recognize the implementation plan (Strategic change management, n.d.).Involvement of stake holders to the process of change was done by the new chief executive officer of AEGON who carried out the following actionsSimplification of Financial ServicesThe Chief Executive Officer ofAEGON adopted a customer focused approach. The CEO simplified the complex financial services in terms of their understanding and it was now made very simple to understand.The clients which know that what they are investing into and what investment they get back at the end of the contract. To date back customers have always been disturbed doing complex calculations. at present the customers are happy because they dont need any financial interpreter to understand the ins and outs of the products of fered by the AEGON. (Strategic change management, n.d.).Workforce DevelopmentThe most important stake holder of the organization is the employees. These are the people who are practically probable make the change process self-made. New CEO tookthe employees in self-assurance and told them about the fact that what AEGON stands today and what AEGON wants to stand in the future. He explained the factors commode this change. The CEO introduced job rotation which involves prospects from one job to the other job. and so it earmarkd individual employees with a career path. CEO also coherent a Management Development Program in collaboration with a leading management college forthe training of the workforce. (Strategic change management, n.d.).Creating Distinct Market PlaceTo let revisit the brand identity ofAEGON into the minds of the people, the CEO carried out an external promotional campaign to highlight the relationship between the locally famous Scottish Equitable and AEGON. The CEO spoke to the media stating the reasons for the change and how the change will be beneficial for the stakeholders. (Strategic change management, n.d.).As we know that the stakeholders are critical to the success of initiating change in the organization. Stakeholder Management Strategy is an important discipline that successful people use to win support from others. Stakeholder Analysis is the technique used to identify the key people who have to be won over. Stakeholder homework is done to build the support that helps organization to succeed. (Strategic change management, n.d.).The benefits of using a stakeholder-based approachThe opinions of the most strong stakeholders to shape change implementation at an early stage. They will support the company as well as their input can also improve the quality of the project acquire support from strong stakeholders can help you to win more resources There are more chance to achieve strategic goals successfully.By communication with stak eholders early, you can ensure that they fully understand what you are doing and understand the benefits of youraim. By this they will throughout support you actively.By anticipating what peoples reaction to your project may be, and build into your plan the actions that will win peoples support. (Strategic change management, n.d.).Strategy for managingresistance to change in the organizationFollowing strategies can be employ for managing resistance to change in the AEGON.There will be a workflow process in order to achieve results for mutual benefits for employees and organization.There will be an Authority Process in order to direct behavior in the interests of the organization and its participants.There would be a issue and Penalty Process to induce people to behave in away required by the interests of the organization and its participants and / or to behave in a way making associated activity possible.There will be a Perpetuation Process to maintain, replenish, and make adequate the quantity and quality of social and natural resources utilized by the organization and its participants.There moldiness be an Identification Process to develop a concept of the wholeness, uniqueness and substance of the organization. There will be a communication process to provide for the exchange ofinformation, ideas, feelings and determine etc utilized in all activities to the stakeholders. There must be an evaluation process which establishes criteria for and defines levels of utility and value for people, materials, ideas, and activities and which rates them and allocates them to these levels. (Strategic change management, n.d.).Model for implementingchange in the organizationModel for change implies towards the general strategy to incorporate change into the organizational civilisation. Model ofchange is usually implemented into the following stepsAccess the necessity of changeForming a powerful allianceCreating an idea for changeCommunicate the vision pull barriersInc orporate the change into organization. (Strategic change management, n.d.).The CEO of AEGON implementedthe same modelto inculcate change into the organization. The CEO realized the need for change and he came to the conclusion that the company is not doing well comparable to its competitors.The legislative limitation of price decreased the profitabilityLack of brand awareness getting worstAnd difficulty of thecustomersunderstandingthe aimoftheservices offered by AEGONThe higher up mentioned were the factors that required an immediate change into the organization at a large scale. The CEO conducted a SWOT analysis of the company and decided to develop a new behavioral framework for the staff which was known as 8 behaviors framework and also arranged managerial training for the workforce. He further addressed the stakeholders of the organization to communicate his vision to them by simplifying the financial services, developing a workforce and arranging a brand awareness campaign. ( Strategic change management, n.d.).The CEO also communicated to the media about this change process and the reasons for change. thusly model implemented by the CEO ofAEGON UK brought about evident despotic change to the organization and gave it a new line of direction towards the craved goals and objectives. (Strategic change management, n.d.).Implementation of the model inthe organization, expected improvements and appropriate measures to monitor progressThe plan for the change was implemented into the different stages like stripping phase to analyze where the AEGON is right now, where it wants to be and what actions are required to decent the objectives set by the head to become the best long term saving and protection business into the UK. First phase revealed the reasons for changes and weaknesses and strengths of the organization. After the stripping phase the next step was to involve the appropriate stake holders into the process of change. The head of the AEGON involved v arious stakeholders in different effective expression as mentioned earlier. The CEO further redeveloped the organizational behavioral framework and arranged the training of the staff members. (Strategic change management, n.d.).The outcomes of the efforts made by the CEO were highly cheering and rewarding for the company. Before the change there was confusion among the people about the recognition of AEGON but after the strong promotion of the brand AEGON with Scottish-Equitable created a more reliable image of the AEGON into the minds of the people. Moreover the brand carried a new more powerful and prestigious look as AEGON Scottish-Equitable. (Strategic change management, n.d.).The behavior ofthe employees altered altogether. They behave with more customer orientedapproach. instantly the employees are concerned to provide beneficial services to existing and prospective customers and the organization is always doing its level best to do what is really important to their customer s.(Strategic change management, n.d.).AEGON providing the levels of return guaranteed and being liable for any risks associated with doing so it reflects more probability about levels of income for the clients. As a result of the change use by the CEO of AEGON, the company reconstructed its brand reputation, became more customeroriented, started to provide more innovative services and became more popular amongst the consumers and in conclusion the business has grown to a huge extent. The CEO planned to develop a new organizational behavior frameworkto align the brand values of AEGON. (Strategic change management, n.d.).To entrench this culture, AEGON developed a behavior structure to maintain its brand values. It was intended to persuade how people at all ranks within the organisation might work and make decisions. These behaviors highlight the values of the organisation. They have aided to build AEGONs culture and have also wedge its performance. AEGON also introduced a Manageme nt Development Program, supported by a top Management College. The eight behaviors are Think customer bosom change Encourage excellence Act with integrity Decisive action Work together Learn and grow Relate and communicate. (AEGON-Embracing and pursuing change, n.d.) resultantThere is nothing permanent except change. It is continuous. The process of change is an expedition. art organizations will always be influenced by external factors. AEGON responded to these factors by simplifying, clarify and strengthening its brand in the UK. As organizations change, their patterns of behavior and business culture flourish. For AEGON, this is a cycle in which the business uses its knowledge to learn from its experiences. This has assisted AEGON as an organisation to move positively towards achieving its full potential and to stay competitive in a progressively difficult market. (AEGON-Embracing and pursuing change, n.d.)AEGON recognized a need to give itself a greater market presence. The c hange has made the organisation much more customer focused. As a result it is more effective.