Sri Lanka Telecom PLC is a pioneer organisation in Sri Lankan telecommunication and ICT industry. The organisation is listed as a public limited company and majority of its shares are owned by the government of Sri Lanka. Because of this the organisation has high level of impact from the political environment of the country.
SLT has been functioning in the market for many decades and the organisation was able to build high level of consumer trust to the organisation. SLT has island wide communication coverage and also when making the policies for the telecommunication to the country, SLT is playing a vital role. Because of the positive support and back, the organisation was capable of achieving many competitive advantages in the market. Still there are huge competitors are competing with SLT for the same market share, such as Dialog.
The leadership of the organisation was changed due to the presidency change of the country. The new leadership of the organisation is making various structural changes in the management to improve the organisational productivity and efficiency. The employees of the organisation is facing the high level of changes in their day to day business processes due to this and the new management is considering about winning the competition in the market.
The market competition can be won by providing the best quality telecommunication and ICT services to the consumer. Target consumers of SLT are highly focused on the speed and the accuracy of the telecommunication network services. Competitors of the market are satisfying that requirement and there is a high level of competition in the market for providing the high speed internet and telecommunication to the consumers. The wireless 4G technologies are much popular among the consumers and SLT is implementing various new technologies to improve their speed and wireless telecommunication facilities to the consumers.
Recently the organisation was able to implement fibre optics communication technologies to their network to improve the speed of the telecommunication services. Because of this technological improvement of the organisation most of the employees have to align with the new change. Especially the tech workers of the organisation. Not only that the sales and marketing team of the organisation is encouraged to sell more wireless products to the consumer because of the market demand for the wireless technologies and that have the potentials of reducing the cost of telecommunication methods.
John Kotter’s Change Model and Kurt Lewin’s Change Model are the most famous and most used change management strategic models (Darnell, 2013). John Kotter’s change management model consists of eight steps which encourage the step by step change management in an organisation.
Figure 2. 1 Kotter’s change management model
The steps of the model were mainly divided into three major areas. First the organisation is getting ready for the change and make the suitable climate for the change. The next step is engagement of the stakeholders of the organisation to get ready for the implementation of the change. Lastly the change would be introduced and make it permanent in the organisation (Pugh and Mayle, 2009).
Kurt Lewin’s Change Model define three major stages of change management. Unfreeze, change and refreeze are the three major steps of managing the change in the model (Pugh and Mayle, 2009). Below figure 2.2 depicts the major steps of the Lewin’s change management model.
Figure 2. Kurt Lewin’s Change Model
Under the model, it was suggested that the management should conduct necessary actions to ready the employees to the change. This would describe unfreezing stage of the model. When the employees and the organisation are ready for the change, the management should implement the change in the organisation face and resolve the ongoing challenges that occur due to the change process of the organisation (Have, 2017). The introduced change should be maintained well and help it become permanent in the refreezing stage of the model.
The Kurt Lewin’s three step change management methodology is selected for the purpose of managing the change in SLT. Comparing the Lewin’s model to Kotter’s model, it can see that Lewin’s model is following much simpler way to manage the change in the organisation. Kotter’s model has many steps which ensure the organisational readiness for the change. During the initial steps the organisation has to ready for the change and the change implementation would take considerable time level under the Kotter’s model. Lewin’s model allows much flexibility and efficiency to the change management process (Pugh and Mayle, 2009).
Since SLT employees are functioning in rapidly changing telecommunication and ICT industry, they should be familiar with the change. Because of this much simpler model should be implemented and also the management might not have much time to improve the organisational readiness for the change (Pugh and Mayle, 2009). Considering all those factors, Lewin’s three step change management model is decided as the most suited methodology for the change management in the organisation.
When planning the change in the organisation it is essential to identify the main stakeholders of the change management process. Also their significance to the plan the change in the organisation.
- Management of SLT – The management of SLT would guide the change management process in the organisation. They set the goals and the objectives of the change management and planning process. Also the necessary guidance and solutions for the challenges would be provided by the management of the organisation.
- Consultants of SLT – Consultants have a lot of experience in the industry and their inputs to the planning process is much important. The feasibility of the suggested ideas of the management would be assessed by the consultants and give the necessary improvements to those ideas and expectations (Have, 2017).
- Employees of SLT – Employees face the change in the organisation. As it was stated, the employees of SLT have been facing the change time to time, and because of that their inputs for the planning process is much important. According to the inputs of the employees, the management would be able to get an idea about the employee readiness for the change (Have, 2017).
- Trainers – The employee development and the employee readiness for the change would be managed by the trainers. The trainers would identify the gaps for the improvements and they suggest the training strategies which are aligned with the change management plan of the organisation.
The proposed change is expected to achieve the new technological improvements to the organisation. The fibre optics communication technologies were introduced to the organisation to improve the communication capabilities of its consumers (Griffith, 2001). Also the organisation is expecting to improve their wireless 4G solutions to the consumers.
The organisational readiness would be assessed for the desired change and then the change would be introduced to the organisation. The contingent approach would be expected use by the management for the ongoing challenges which are occurred due to the change introduced to the organisation (Darnell, 2013). Rapid change management functions should be taken by the organisation, because the desired change should be implemented and managed within a shorter period of time. Since the organisation is prone to the change, it is essential at the final stage, the employee attitudes should be improved more open to the upcoming changes of the organisation.
The selected methodology for the change management is Lewin’s three stage change management model. The model describe three major change management stages. The first stage is improving the organisational readiness for the change (Griffith, 2001). The awareness of the change should be improved in the organisation and during this stage, the management should improve the positive perception towards the change of the organisation.
SLT has already started the process of implementation of fibre optics technologies to their network. But still the technological infrastructure development in the process and during next few month the improved services would be offered to the market. During that time the change management need would occur and that would be the second stage of Lewin’s model. There might be various ongoing challenges during the change process and the management expected implement contingent approach to address the challenges of the change. Lastly the introduced change would be stick to the organisation with the attitude of open to the future changes of the organisation.
Resistance to the change is much challenging when managing the change in an organisation. Usually this resistance would initially occur from the employees. The consumers also have the potential of making resistance impact to the organisation as well.
The management is expecting to follow a contingent approach to the challenges of the change management. To manage the resistance to the change it is essential to improve the communication of the organisation, to identify the negative force of the employees to the change. The employees and consumers should have the opportunity of explaining their grievances due to the change and the management should address those grievances with much positive solutions.
Also the training should be provided to the employees to improve their positive attitude towards the change in the organisation. The training would improve their awareness of the new technologies and the method which would positively support the reduction of resistance to the change in the organisation.
This is the unfreeze stage of the model. During this stage below planned functions would be expected conduct.
- Initial meetings – This would improve the awareness of the change in the organisation. The organisational objectives of the change implementation should be clearly specified to the employees (Darnell, 2013).
- Feedback collection – The feedbacks of the stakeholders should be collected and this would help to identify the feasibility of the change in the organisation. The positive feedbacks would be helpful to improve the organisational readiness for the change (Darnell, 2013).
- New idea generation – The challenges of improving the organisational readiness to the change should be addressed through new and innovative ideas (Pugh and Mayle, 2009). All the stakeholders of the change should be actively participate in the new idea generation of the organisation.
- Overall assessment of the employees and organisation – The improvement gaps should be identified by assessing the employees and the organisation to improve those gaps through training and development.
Below planned functions are expected to conduct during the change stage of the model.
- Training – Stakeholder skill gaps should be addressed during the training programs to improve them to face the change effectively.
- Improvement assessment – The change would be introduced in step by step manner and it is important to assess the efficiency with the skill development or training functions of the employee (Pugh and Mayle, 2009).
- Efficiency building – The changed business processes should improve the efficiency during the time. After the learning curve of the changed processes, it is essential find the ways to improve the efficiency of the business processes of the organisation.
- Monitoring the progress – The progress of addressing the challenges should be monitored during the change process of the organisation (Pugh and Mayle, 2009). The current level should be assessed with the expected level and make necessary improvements during this process step of the change.
Below planned functions are expected to conduct during the refreeze of the model.
- Overall assessment of change management – The expectations of the change should be achieved and that should be stick to the organisation.
- Report generation – The necessary report generation should be conducted during this stage. Assessment of the lessons learnt would be done during this stage as well (Pugh and Mayle, 2009). The learned lessons would be an input to the next change management plan of the organisation.
Darnell, E. (2013). Leading successful changes in your business. Hamburg: Anchor Academic Pub.
Griffith, J. (2001). Why change management fails. Journal of Change Management, 2(4), pp.297-304.
Have, S. (2017). Reconsidering change management. New York: Routledge.
Pugh, D. and Mayle, D. (2009). Change management. Los Angeles: SAGE.