Organizational Transformation and Strategic Change Management Practices of IBM

Assessment One: Analytical Organizational Transformation and Change Paper
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Section One (LO1): Analytical Organizational Transformation and Change Paper
Difference between Change and Transformation
Organizational change connotes actions taken towards changing an organisation’s underlying components that entail a change in culture, processes, and new strategies. It entails the assessment of the past and present with the focus of evaluating the future ideal state of the business from the current state. On the other hand, transformation redefines the organisation’s current state through assessment of the present in relation to the desired future. Such an evaluation is usually based on the initial vision, mission, and organisational strategy’s defining attributes (Waddell et al., 2019).
Concept of Organizational Change and Types of Changes
Organisational change provides a spectrum capable of measuring change being undertaken by the organisation (Bigdeli et al., 2017). The spectrum comprises adaptive and transformational change on both ends. The changes in culture require daily adjustments that help the organisation adapt to the various routine challenges that threaten communication channels. New strategies are always the responsibility of managers and require gradual implementation from the managers. Implementing new processes occurs in the form of product fine-tuning that fundamentally does not change the whole organisation. On the other hand, transformational change represents wider changes in scope compared to adaptive changes. In most instances, transformative change entails the dramatic evolution of basic business structures such as new culture, infrastructure, and processes.
Theoretical Approaches to Change
Lewin’s Change Theory
The Lewin’s Change Model was the idea of Kurt Lewin, who created the theory in 1950s. The theory presents one of the commonly used models that ensures a detailed understanding of organisational as well as structured change. This theory explains organisational change through various changing states of an ice block. The various stages of change, in this case, entail unfreezing, change, and refreezing. The unfreezing state depicts the organisational preparation process towards embracing change. The process helps in dealing with the status quo of individuals that may resist change. Then the change state represents the real transition process that involves time and resources (Burnes et al., 2018). Then finally, the refreezing state that marks the regaining of organisational stability.
McKinsey 7 S Model
This model was developed by Mckinsey & Company in the 1980s and presented seven stages towards the management of change. These stages as stated include aspects of strategy, various aspects of structure as well as shared values, systems as well as style, skills and finally staff. The model argues that one way to understand the organisation entails gaining deep insight into its working processes. The model integrates emotional as well as practical perspectives of change that ensure employees’ adaptation towards transition. In this case, individuals a...