Change Management Simulation
There was a dilemma regarding sustainable economic development in my company, Spectrum Sunglass Company. Due to the request of “green” from Bigmart, which was the largest retail customer, my company should have decided whether its strategy plan needed to be adjusted. I was the Director of Product Innovation within the R&D unit, in addition to being a resolute advocate for reducing the company’s dependence on petrochemical raw materials. However, much resistance took place. I had 96 weeks to persuade my superiors and colleagues.
I accurately completed my task, but not in the ideal way. It took 96 weeks for me to persuade people, which was neither more nor less than the predicted deadline. This means that my work should have a lot of spaces to improve. My Change Efficiency Ratio was 0.21 which means I convinced 20 people in 96 weeks. 7 people were aware of my assertion during the first week; the first adopter, not including myself, appeared in week 14.
I conducted private interviews with Henry Adams, Paul D’Arcy, Luke Filer and Leslie Harris. Henry was the CEO, so I assumed he would be one of my supporters; Paul and Luke, CFO and COO respectively, were the main opponents of my strategy; as much, I wanted to contract them at beginning. I wanted to make sure Leslie would help me, because she is also an advocate of the plan. Thereafter, the awareness level increased to 6. After week one, I walked the talk, and the interest level increased to 3 in two weeks. This lever did not influence many people. Actually, I wanted to promote awareness as much as possible, but this idea was different from the reality. On week 4, I conducted other private interviews with Andrew Chen, Paul, Deborah and Luke. Andrew was a friend of my CEO; I want to convince him so he could influence Henry laterally. Deborah was the person that had many relationships in the company. I tried to introduce my opinions to her. However, the result proved that private interviews were not as useful as I had
I accurately completed my task, but not in the ideal way. It took 96 weeks for me to persuade people, which was neither more nor less than the predicted deadline. This means that my work should have a lot of spaces to improve. My Change Efficiency Ratio was 0.21 which means I convinced 20 people in 96 weeks. 7 people were aware of my assertion during the first week; the first adopter, not including myself, appeared in week 14.
I conducted private interviews with Henry Adams, Paul D’Arcy, Luke Filer and Leslie Harris. Henry was the CEO, so I assumed he would be one of my supporters; Paul and Luke, CFO and COO respectively, were the main opponents of my strategy; as much, I wanted to contract them at beginning. I wanted to make sure Leslie would help me, because she is also an advocate of the plan. Thereafter, the awareness level increased to 6. After week one, I walked the talk, and the interest level increased to 3 in two weeks. This lever did not influence many people. Actually, I wanted to promote awareness as much as possible, but this idea was different from the reality. On week 4, I conducted other private interviews with Andrew Chen, Paul, Deborah and Luke. Andrew was a friend of my CEO; I want to convince him so he could influence Henry laterally. Deborah was the person that had many relationships in the company. I tried to introduce my opinions to her. However, the result proved that private interviews were not as useful as I had