Part Two

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1 6-1 Milestone Two: Change Management Plan Cody Manley Southern New Hampshire University MBA-687-Q2821 Leading Organizational Change 23TW2 Professor Jaclyn Chatwick January 21, 2024

2 Background The CEO of the Singaporean software solutions provider has tasked the Vice President (VP) to establish and take charge of the U.S. LLC branch. The U.S. LLC branch is in Wilmington, Delaware, generates $20 million annually in revenue, and employs 140. The CEO wants to use the U.S. branch as a model to open new U.S. markets to gain new customers, diversify risk, leverage resources, and increase profits. The VP’s tactics of replicating Singaporean Standard Operating Procedures (SOP) and unifying the culture of the Singaporean headquarters and the U.S. branch have created numerous internal issues. The Internal issues include a lack of training, contradictory communication from leadership, and inconsistent HR policies and practices. These internal issues have exhausted the employees emotionally, resulting in disengagement, low morale, and resistance to change initiatives. The U.S. branch contracted me as the human resource (HR) consultant to resolve the internal turmoil. In preparation for creating a change management plan, I used the organization documents to produce a PESTLE of forces, Stakeholder Analysis, and Change Readiness or Needs Assessment Audit. In addition, presentations were given on employee engagement and strategic considerations. The current objective is to use the previous reports as a guide to develop a change management plan that outlines change implementations needed to reach the CEO's goals. The change management plan will identify stakeholders of significance, outline strategic goals, improvements to organizational systems, enhancement strategies for team collaboration, change management model, and steps needed to implement changes to resolve the organization's internal issues. Urgency Factors and Risks With Not Taking Action

3 It is urgent that the organization initiate the change initiative quickly to prevent internal issues affecting the customers, profit loss, and damage to the organization's overall image. During this change initiative, it is essential to anticipate future problems and implement plans to prevent them. Problems that could potentially occur are no buy-in from stakeholders, disengagement, and increased turnover. Disengaged employees are a big concern that can create a hostile work culture, affecting their team productivity and inter-office relationships (Ganesh, 2023). If the organization chooses not to change, the consequences will be devastating, including loss of profit, not gaining new market shares, quality of work, productivity plunges, a more significant decline in morale, and loss of valuable employees (Creasey, 2022). Key Stakeholders A key stakeholder has a direct stake and an essential role in the organization’s change plan. (Barney & Holak, 2023) The two key stakeholders identified from the US Branch Overview are the Sales Manager and the Customer Success Manager. The Customer Experience Manager oversees training and development, employee feedback area, customer retention, and loyalty programs. The Sales Manager guides all business entities to drive profitable revenue and market share. He is also responsible for coaching the sales team and collaborating cross- functionally to devise campaigns that engage, inform, and motivate to raise brand awareness. Both managers are key stakeholders because the change plan focuses on repairing employee turmoil. They are responsible for many employees through the change initiative, which will impact overall buy-in and engagement. Significance Of Each Stakeholder’s Role Sales Manager helps gain buy-in and support for the change initiative by acting as an opinion leader. He can do this because he is in an influential position with a broad knowledge

4 of the organization, supports change, and influences the attitudes and actions of the organization (Lewis, n.d.). The Customer Success Manager can support buy-in to the change initiative by acting as a connector, assisting in managing new expectations and developing goals that align with the change initiative (Galloway, 2019). Strategic Goals Using the organization's Vision, Mission, and Strategic Goals document ensures that the strategic goals align with the change management plan. The organization’s strategic goals of growth, market, and customers will rely on giving the leadership the support they need to support and promote U.S. businesses’ efforts to develop, sustain, and expand operations. Balancing the company between revenue and expenses with an increase in revenue by 10% and a decrease in expenses by 5% will create more value for our shareholders, stakeholders, or owners. Secure a good reputation and Net Promotor Score (NPS), improve communication throughout the company and include more training to support all employees. The middle managers serve as a bridge between the senior leaders, showing they are ready to take ownership of the proposed change. The sales manager improves cross-cultural practices by taking an online training session, and the Account manager wants to address the communication breakdown and improve ways to collaborate more frequently (SHNU, 2023). These changes will bring more responsibility for the leadership to address problems or uncertainties with new procedures. The sales manager improves cross-cultural practices by taking an online training session, and the Account manager wants to address the communication breakdown and improve ways to collaborate more frequently (SHNU, 2023). The trends that may influence employees in the U.S. branch include technological advances and social changes. Identifying trends is essential to developing a progressive and

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