Change Management Plan for US Branch Organizational Transformation: Stakeholder Strategy and Implementation Framework
Overview
This change management plan addresses organizational readiness challenges in a US branch with low employee engagement (eNPS -10) and high turnover (70%). The paper identifies key stakeholders, applies Lewin's Change Management Model, and proposes evidence-based strategic interventions to align US operations with headquarters standards while enabling local market expansion and revenue growth objectives.
What this coursework covers
- Introduction and needs assessment summary from Part One audit
- Identification and importance of key stakeholders (COO and VP)
- Change management strategy and implementation framework
Preview
Part Two: Change Management Plan
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Course: MBA 687 – Leading Organizational Change
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Part Two: Change Management Plan
Introduction
Based on the Change Readiness and Needs Assessment Audit Report (Part One), this Change Management Plan provides a detailed plan of action to change the low readiness state of the US branch of the organization with an eNPS of -10, 70 percent voluntary turnover, disinterest in the Vision, Mission, and Values, mistrust of the senior leadership, resistance forms (refusal or exit and upward dissent), and cultural incompatibility. The plan is to persuade the workforce to make adjustments that will bring the SOPs of Singaporean headquarters in line with the realities of the US and contribute to the vision of the CEO of US market expansion, revenue growth (10% annually) and Talent and Learning goals.
Based on the data provided in the US Branch Overview, Exit Interviews, Leaders’ Self-evaluations, Vision, Mission, and Strategic Goals document, and the Employee Engagement Survey, the plan determines the key stakeholders, aligns the strategic goals, suggests system improvements and team-collaboration enhancements, uses the Change Management Model proposed by Lewin, and outlines the implementation steps. The strategy is based on evidence-based models of sustainable change and strategic communication, which allows behavioral change to be effective and sustainable.
Identification of Key Stakeholders
The Chief Operating Officer (COO) of the Singaporean headquarters and the Vice President (VP) of the US branch are the two stakeholders and sponsors of the change process.