Change Management

1210 Words5 Pages
Introduction

XYZ, Inc. is a high-end retail chain that sells luxury watches, jewelry, and hand bags. The company plans to open its first international store in Shanghai, China, which will act as a stepping stone for its further planned expansion in Brazil, Russia, India & China (BRIC Countries). This project would lead to a short-term change in the organization.

XYZ, Inc.’s plan to expand its business in other BRIC Countries depends on the success of its first international store in Shanghai. The lessons learnt from the opening of first store, positive or negative, will be applied in the long term expansion of the company in BRIC countries, which entails long term changes in the organization. The long term changes for the second
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For all of these reasons then, Anderson & Anderson’s (2004) contentions about integrating all these changes in a unified manner is crucial to the company and to each of these ventures (p. 1). Therefore, internal communication is essential, as is documentation. In fact, failure to document the foreign applications, import export documents could result in venture failure and significant corporate losses.

Unified and Integrated Risk Management and Change Management

To accomplish this, all of the tasks assigned to international operations management will increase over time. Yet, the experience with the Shanghai, China store opening will usher in interdepartmental and cross-departmental communication. After all, operations will need input from import and export, marketing, manufacturing and suppliers. As we approach the planning stages for the other foreign store openings, operations management will be more familiar with the types of documents each country requires, the transportation routes, methods and alternate supply chains and export modalities (Anderson & Anderson, 2004, p. 2).

Human Resources will become more familiar with the types of support its foreign workers and its U.S. workers need when working in these regions. It will begin to interface with consultants in these regions more and more frequently throughout the planning, development and implementation stages (Anderson & Anderson, 2004, p. 4, 5).
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