Changes for Hewlett Designers Hewlett Designers had a long history of successful

Question

Changes for Hewlett Designers

Hewlett Designers had a long history of successful partnerships with large corporations interested in providing customized software products for major retailers. For twenty-five years, the majority of Hewlett’s customers had been large suppliers for the dominant retail chains in the United States of America. Over the past five years, Hewlett CEO, Pamela Griffith, had become aware that Hewlett should begin to look at new suppliers and a potential direct relationship with some of the major retailers. She understood, as did only some of her senior management team, that retail chain suppliers were increasingly likely to be located outside the country. Hewlett’s ability to work internationally had not been tested. Additionally, they had not worked directly with retail chains. Pamela Griffith knew she must initiate a large-scale effort to evaluate how Hewlett Designers should change in order to meet future market opportunities and demands. She faced resistance from several key senior managers who thought everything was just fine.

Questions for Discussion

What barriers to change will Pamela Griffith face?

What will have to happen for productive change to take place?

How will organizational trust influence what happens?

How should the need for change be communicated? To whom? By whom? How can you decide?

Explanation / Answer

Answer 1: The some of the barriers to change will Pamela Griffith face are, such as, attitudinal changes in the designers who do not see any reasons for the change needed; knowledge scarcity with respect to the change because for any change management to be successful it is very important to have all the required information and knowledge to execute the change process; common beliefs or perception of the risks may lead to have fear towards the change implementation; uncertainty about the future and till what extent the change may be needed.

Answer 2: To have the entire process to be productive, it is very important to develop the trust with all the relevant stakeholders, effective communication explaining the reason why the change is required with business justification and sharing more relevant information about the change to take place.

Answer 3: Organization with less trust in its leader always have problematic time to convince its internal and external stakeholders along with the existing customers or investors by making them believe that the expected change is good for them too.

Answer 4: The clear and transparent communication is very important for any change management to be successful. Thus, it is equally essential to tell everyone in the organization what ( as a leader) you want, reasons for change, till what extent the change will happen , how the change will influence the workforce or individual, what strategies to follow, offer opportunities to employees to ask questions or share their concerns, look for various ideas, maintain the consistency while communication, regular updates with the right set of measures which gives the detailed information about the change process.

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