DELTA PACIFIC LEADERSHIP CHANGE PLAN

Student’s Name
Institution’s Name

Introduction
Business and technological globalization in the 21st Century was and is still
quite eruptive and continually progressing daily with new strategies for achieving
success in organizations that implement it. Delta Pacific Company has suffered a
forced business devolution, descent to a lower state, due to arising competitors in
the Information Technology market manufacturing cheaper and newer products that
meet quality standards and even surpassing Delta’s products. The company’s shift to
a consulting environment is an excellent idea for coping with the market and
technological industry; however, this change in the company’s work profile is
becoming difficult both for the company’s revenue and moreover employees, who find
it hard to adapt, hence unproductivity. As the company’s Change Leader, I have
developed a leadership change strategy plan to help in smooth transitioning,
adaptation, and success in business.
Problem Statement
Competition
New companies have emerged, producing the same computer hardware products
and more modern with lower prices. Shipping costs and excise duties have also been
reduced in many countries worldwide, especially in the 3rd world and developing
countries to enforce access to technology and trade; hence the importation of
cheaper products.
Transition
With Delta Pacific’s change in its company profile, adaptation has been
difficult due to the change in employees’ job descriptions, especially the sales
representatives. As a result, some resigned to pursue opportunities in other
companies while some moved to different positions in the organization.
Slow Returns.
Training Sales Representatives took too much time that they did not
spend time in the field, generating revenue.
The Change Leadership Strategy
Deploying change in Delta Pacific needs a good change leadership strategy that will
ensure reduced pressure in transitioning and conformity, the Expand Involvement
Strategy serves best this purpose. It entails engaging the employees in the
conversation and granting them influence on new progress, and this will increase
the probability of them supporting. Including them in team meetings, transparency
in the management plan, and allowing inputs from all levels of the company is the
best implementation strategy. (Berry & Kato, 2018).
Growth Mindset
Changes are severe mostly on the leader compared to the employees; he/she
determines the stability of difference from its birth to maturity. A growth mindset
believes that one can develop new strengths and also the capabilities at hand can
be enhanced through hard work and dedication. An environment that yearns and loves
learning and upholds resilience becomes the new creation. (Berry & Kato, 2018).
Change Leadership Model
After independent research for a suitable change leadership strategy, Lewin’s
Change Model stood out entirely appropriate for the company as opposed to McKinsey
7-s Model; it addressed intimately the type of stress the company was going through
and gave a suitable solution to move forward (Cran, 2015).
Lewin’s Change Model asserts that before making a change, one needs to slacken the
bindings that hold the acting paradigm in place while structure, strategy, shared
values, staff, skills, systems and style are McKinsey 7-s Model that are the key
components towards implementing change. (Girling et al., 2018).
Similarities.
Both Complement the understanding and diagnose of the organization (Cran, 2015).
Both address unity in handling the change. (Cran, 2015).
Both incorporate integral and emotional prospects (Cran, 2015).
Differences
Lewin’s model calls for strong leadership while handling teamwork while Mckinsey
advocates for a consensus; thus, it is possible to dimish the administration by
unnecessary arguments (Normandin, 2018).
Due to a unified type of strategy in McKinsey, everything is interrelated hence if
one major thing changes all things under it have to undergo reviewing while in
Lewin’s model organized agendas get paneled for discussion (Normandin, 2018).
McKinsey’s model is complex and is time-consuming, while Lewin’s is organized and
is time oriented (Normandin, 2018).
Lewin’s Change Model
Lewin’s model is the best since it begins by studying earlier work, and exploring
current challenges that necessitated further development of thinking, tackling it
from the core of the matter. It is organized in structure and strict, imposing a
professional sense of work environment but also providing freedom of involvement
(Cran, 2015).
Lewin addresses three stages of change that enforce effectiveness:
Unfreeze
In this stage that asserts that the majority of person input active efforts to
resist the shift imposed. To counteract this, a timely season of loosening or
unfreezing is the best implementation through motivation. An effective leader in
this stage ought to organize team building activities to promote unity and also
bring a sense of calmness during tough times (Normandin, 2018).
Transition
The inauguration of change ushers in a transition stage that may last for some
time. Competent leadership and confidence are vital to the success of the process.
Leaders should promote open communication within the organizational structure for
functionality and excellent results. Due to mental stretching and stress from the
hard work, some employees are most likely to quit, disagree or conflict, a leader,
should ensure that work can be tackled in groups, provide necessary resources and
give ample time for task handling (Normandin, 2018).
Refreeze
The staff refreezes progressively after the successful acceptance and
implementation of change. They develop a routine nature in the new operations and
guidelines. A leader is to ensure that the environment that was created to provide
a pleasant work environment for the employees is maintained; also, rewards or
recognition for the hard work and resilience of the employees through the
transition is essential (Normandin, 2018).
Leadership Team
The following is the proposed leadership team from the senior position:
C.E.O: First and final signatory of proposed implementations.
Board of Directors: They are the second signatories to passed agendas after the
Chief IT Consultant makes a presentation of approved solutions.
Chief Consultant: Chief Officer, qualified with MBA or above in Business and IT,
heading the change, leads the vision and is the overall supervisor, makes final
remarks after the tackling of the agenda and presents to the board. He/she is the
third signatory of every program.
2 IT Consultants and 1 Business Consultant: Two IT supervisors, qualified with MBA
in IT, and one Business Supervisor, with an MBA in Marketing, working with the
Chief IT Consultant to strategize and develop the new work profile and strategies.
These supervisors work with other employees in the respected fields to implement
and also add new developments to the decided plans.
IT and Business Supervisors: They comprise of the lead performing employees who
will oversee the success of every module put. Also, they will head the training
after undergoing training first.
Organizational Barriers
Attitudinal Barriers is the main, and this includes perception differences which
are most likely to happen since not everyone will support the other’s viewpoint. An
employee with a wrong motive could use the forum opportunity to oppose a meaningful
suggestion hence bringing conflict. Another barrier occurrence could be
psychological, which entail the mental state of a person whereby issues like
stress, anger, and esteem can affect the productivity of a person. If a vital
employee is overworked or faces burden due to work, the company may face a
workforce problem (Berry & Kato, 2018).
The solution to these barriers includes a strict follow up of the chosen Change
Leadership Model, Lewin’s Model, whereby the role of the leader in each stage is
clear.
Leadership Mistakes
Focusing on the overall strategy instead of the day to day strategies is crucial,
the day’s success is the long-term agenda’s success, a leader should focus on daily
productivity and do daily recaps to monitor progress.
Failure to motivate, recognize and reward, a leader should realize that everyone
is working towards the company’s success, this should prompt him to motivate the
employees daily, know every work done and eventually reward improvements (Berry &
Kato, 2018).

Conclusion
The proposed plan for Delta Pacific Company directly aims at enabling a successful
change. A well-implemented Change leadership Model outputs a successful transition
that survives all the challenges ensuring the company stands firm and flourishes in
the new era of change. I highly approve of my choice of Lewin’s Model and recommend
its implementation.

References
Berry, D., & Kato, T. (2018). Employee ownership and employee involvement at work.
West
Yorkshire: emerald publishing limited.
Cran, C. (2015). The art of change leadership. New Jersey: Wileys.
Girling, N., McDonagh, T. (2018). Models of Change Leadership: Part 2 - Babington.
Retrieved
from https://babington.co.uk/blog/leadership-management/models-of-change-
leadership-part-2/
Normandin, B. (2018). Three Types of Change Management Models. Retrieved from
https://www.quickbase.com/blog/three-types-of-change-management-models