Change goals

Generally, there are two change goals in this management strategy.

Goal A: In the first quarter of the 2016 financial year, advanced assistant techniques, such as
PDA/GPS, will be integrated into the new distribution management system to locate the truck
positions, which can managers make full use of existing fleets capacity.

Goal B: In the first quarter of the 2016 financial year, advanced delivering mode, such as one
driver per truck mechanism, will be implemented to increase business operational efficiency and
ease related WHS risks for truck drivers, which will, therefore, increase the business competition
in the market.
.

The relation between change goals and FTC

strategic goals

FTC strategic goals Related FTC change goals

Deploy advanced assisting facilities to Goal A
develop a profound distribution management
system.
Develop and maintain a cohesive and well- Goal B
motivated workforce
Cost-benefit analysis

Change requirements

Based on the analysis in task one above, there three main change requirements, including the
installation of advance facilities on each fleet to increase the overall distribution efficiency,
introducing automatic lifting system and one driver delivering mode to increase operation
efficiency, and introducing new workforce management system to stimulate and strengthen the
workforces.

The cost of changes.

Based on the scenario analysis, the budget for this change strategy is $25000, including wages and
training payments, plus the cost of new trucks, technology and lift gates, lost productivity from
truckers. Considering eight new trucks will be implemented within this strategy, and the market
price of liftgate installation, the total budget for this change will be $1000000.

Risks

Considering the change of strategy and affected shareholder, there will be three main risks raised
in this project, including increasing errors from non-compliance of new facilities, resistant of
increasing workload from employees, and slow and chaos customer servicing during change
procedures.

Potential benefits

Referring to three main changes, there will be three related benefits. Firstly, with the installation of
advanced facilities, such as GPS, the overall distribution efficiency will be improved. Secondly,
with introducing automatic lifting system and one driver delivering mode, the WHS related risks
will be decreased, and the company can make full use of the precious human resource. Lastly,
with the building of the new workforce management system, the working emotion of employees
will be stimulated together with the decreasing of labor disputes.

Assessment of benefits against the costs and risks

Assessment table
Options Cost Risk Benefit F/MF/NF
Installation of Including increasing 1. Increase F
advance Purchasing new errors from non- distribution
facilities on assisting compliance of efficiency
each fleet facilities, lost new facilities 2. Creates a job
productivity performance
from truckers, measurement
and training
fees, which is
around $20000
Introducing Including Resistant to 1. WHS related F
automatic lifting purchasing increasing risks will be
system and one lifting facilities, workload from decreased
driver delivering new trucks, and employees 2. the company
mode training fees, can make full
which is around use of the
$800000 precious
human
resource
Introducing a Including slow and chaos 1. the working F
new workforce training fees and customer emotion of
management wage payments, servicing during employees
system which is around change will be
$20000 procedures stimulated
2. labor disputes
will be
decreased

Risk analysis

Changes Risk Benefit Barriers Mitigation strategy

 Installation of increasing 1. Increase 1. Lack of 1. Supply with
advance errors from distribution involvement in additional paid
facilities on non- efficiency the change studying
each fleet compliance 2. Creates a job 2. Low morale period
of new performance 2. Supply
facilities measurement additional
incentives for
fulfillments
Introducing Resistant to 1. WHS related 1. existing 1. encourage
automatic the risks will be organizational independence
lifting system increasing decreased culture and self-
and one driver workload 2. the company 2. vested control in the
delivering from can make full interests working
mode employees use of the environment
precious 2. generate
human incentives to
resource separate vested
interest
Introducing a slow and 1. the working 1. fear of 1. well training
new chaos emotion of unknown managers to be
workforce customer employees 2. poor manager familiar with
management servicing will be and employee the new
system during stimulated relationship management
change 2. labor disputes system
procedures will be 2. consultant
decreased with experts to
resolve
emerging
issues

Change management theory

John Kotter’s 8-step change model comprises eight overlapping steps. The first three are all about
creating a climate for change. The next on engaging and enabling the organization. And the last,
implementing and sustaining change.

From experience, we learn that successful change occurs when there is a commitment, a sense of
urgency or momentum, stakeholder engagement, openness, clear vision, good and clear
communication, strong leadership, and a well-executed plan. Kotter’s 8-step change model
recognizes each of these characteristics.

(https://www.leadershipthoughts.com/kotters-8-step-change-model/kotter/)

The key elements of this plan and their related theory sections can be seen below.
Key elements in this plan
Stakeholder management
Communication plan
John Kotter’s 8-step actions
1. increase urgency
2. build the guiding team
3. get the vision right
4. communicating for buy-
in
The relation between each
step and plan elements
This step mainly about
increasing awareness of
changes around the right
group, which is like the
identification of key
stakeholders and roles
section.
This step is about getting the
right team and clear the
commitment of each member,
which is similar to the
identification of commitment
level section.
This step is about realizing
the development orientation,
which is identical to the
identification of concerns and
issues section.
This step is about setting the
communication channel,

Education/training plan
5. empower action
6. create short-term wins
7. don’t let up
8. make change stick
which is included in the
communication plan.
This step is about removing
the communication obstacle
in the communication
structure, which is included in
the communication plan.
This step is about creating a
short-term achievable
success, which is involved in
the education plan.
This step is about to
summarize periodical success
and make adjustments, which
is not involved in this plan.
This step is about anchoring
the changes in the
corporation, which is the goal
of this plan.

Key Elements in the plan

Stakeholder management

The chart below will be used to establish stakeholders and their levels of power and interest for
use on the power/interest chart as part of the stakeholder analysis.
stakeholder analysis
Key stakeholder Role Power (1-5) Interest/involvement
(1-5)
A General 5 5
manager/CFO
B HR manager 4 5
C Sales manager 3 2
D Truck/operations 3 4
manager
E Office manager 3 3
Below is the power/interest chart for the FTC project plan stakeholders. Each letter represents a
stakeholder in accordance with the key in the chart above.

power/interest matrix
5 A
B
power C E D

1
1 5
interest

Based on the power and interest analysis and chart above, stakeholder C and E in the upper left
quadrant must be kept satisfied by ensuring concerns and questions are addressed adequately.
Stakeholder D, in the lower right quadrant, must be kept informed through frequent
communication on project status and progress. Stakeholders A and B, in the upper right quadrant,
are key players and must be involved in all levels of project planning and change management.
Additionally, stakeholders A and B should be participatory members in all project status meetings,
gate reviews, and ad hoc meetings as required.

After that, the stakeholder analysis matrix will be generated to capture stakeholder concerns, level
of involvement, and management strategy based on the stakeholder analysis and power/interest
matrix above. The stakeholder analysis matrix will be reviewed and updated throughout the
project’s duration in order to capture any new concerns or stakeholder management strategy
efforts.
Stakeholder analysis matrix
Stakeholder Concerns Quadrant Consultation strategy
A Oversees company; Key player Solicit stakeholder as member of
approves major business the steering committee and obtain
decisions; reports to the feedback on project planning.
board of directors; prepare Frequent communication and
a financial report addressing concerns are imperative

B Oversees and implements Key player Communicate test results and

change management performance specifications and
programs, collect obtain feedback on requirements or
feedback, provides a report any changes. Provide frequent
to the General Manager, status reports and updates.
oversees recruitment
C Coordinates sales team, Keep Communicate resource
provides sales team satisfied requirements early and ensure
training, manages the resources information are released
performance of the sales back to top-level frequently on
team demand.
D Coordinates activities of Keep Allow technical assistants to work
trucking team manage the informed with stakeholder to answer
performance of trucking questions and address concerns and
team, compiles provide test results for validation.
productivity reports,
manages operations
E Coordinates activities of Keep Communicate resource
office staff authorize satisfied requirements early and ensure
payroll resources information are released
back to top-level frequently on
demand.

Communication plan

Producer Responsible Audience Content/purpose When Delivery

General Oversees the HR manager, To supervise the Every Conference
Manager/CF company, Sales Manager, company Monday meeting
O approves Trucking operates as a
major manager, whole,
business office manager To analysis and
decisions solve
deficiencies
based on the
feedbacks of
lower levels
HR manager Oversees and All employees To collect Every Video
implements feedback and Tuesday on conference
change assessment demand
management results from
programs change
management.
To supervise the
implementation
of change
management
programs.
Sales Coordinates Sales team To arrange sales Every Conference
manager sales team members team schedule, Wednesday meeting
To training
 department
members,
To collect
performance
results of the
sales team
Trucking Coordinate Trucking team To arrange Every By email
manager trucking members trucking team Thursday
team activities,
To manage the
performance of
trucking team,
To train and
receive feedback
from team
members
Office Coordinate Accountants, To arrange office Every By email
manager accountant Administrators employees’ Friday
and other , activities,
office Supporters, To conduct
employees receptions administrative
support on-
demand,
To collect
feedback from
employees

Training plan

Training Duration Participants responsibilit Venue/ Content/Skills

Objective y Facility
Training 1/9/2019 General General Head office 1. The chart of
all 10am-12am manager, manager and training room, strategic
managers CFO and CFO will face to face change plan
about other clear the 2. Manual of
strategy managers requirement New
changes of this distribution
strategy management
changes and system
answer
questions
 Training Every Sales The sales Office 1. The new
sales Tuesday manager, manager and meeting, face selling mode
team 10am-11am HR manager, HR manager to face under strategy
about Sales teams will changes
demands collaborate 2. The new
of to manage regulations of
strategy training selling and
changes procedures. promotions
Training Every Trucking trucking Office 1. The new
trucking Wednesday manager, manager and meeting, face delivering
team 10am-11am HR manager, HR manager to face mode under
about trucking will strategy
demands teams collaborate changes
of to manage 2. The new
strategy training regulation
changes procedures. about
transportation
3. The new
incentive
under this
strategy
change
Training Every Office The office Office 1. The handling
office Thursday manager, HR manager and meeting, face procedure
employee 10am-11am manager, HR manager to face under the new
about accountant, will distribution
demands administrative collaborate system.
of support team, to manage 2. The new
strategy receptions training internal
changes procedures regulations
about
resource
processing

Measuring strategy

Here, we are using the balanced scorecard (BSC) to scale the implementation and management of
strategy. It will link a vision to strategic objectives, measures, targets, and initiatives. Also, it can
balance financial measures with performance measures and objectives related to all other parts of
the organization.
Four Strategic Measures (KPI) Targets Projects/Notes
perspectives objectives
Financial Increase revenue, 1. Revenue in 1. +8% per 1. Implement
reduce overhead the target year new selling
cost market 2. -3% per incentive
2. Operating year method
cost 2. Make full use
of the existing
resource
Customer Increase customer 1. % Customer 1. 88% this 1. Conduct a
satisfaction, satisfaction year loyalty
improve the total index 2. +8% per mechanism to
serving ability 2. %market year encourage
share index sales
2. Conduct
market
requirement
study to find
target
customers
Internal Improve external 1. Cycle time to 1. -5% 1. Training
processes communications, deliver 2. -8% program for
improve 2. Delivery time 3. +10% employees,
knowledge 3. Number of 2. simplify and
distribution, services integrate the
Reduce internal provided distribution
processing period system
3. create an
improved
offering for
profitable
sections
Organizational Improve 1. technology 1. 90% 1. Product and
capacity employees’ skills, training index efficient marketing
improve reserve 2. Employee 2. 95% in training
development place program
plans 2. Technology
improvement
program
Reporting strategy

Here, we have separated the report into three-part operational reports (OR), management reports
(MR), and business information report (BR).
Receivers Report format When Character of Reporting tools
content
Senior managers MR Every month The electronic Dashboards
(general intelligent
manager, CFO, report, linked to
HR manager) board directions
Middle OR Every week The static report, Jaspersoft
managers (sales based on plan Reports
manager, implementation
trucking process on email
manager, office base
manager)
Clerical support BR Every quarter Static Manual on Tailed Ad-Hoc
(sales team, paper-based Report
trucking team, report
accountant,
office
employees)

List of resources

Project analyst
Trucking manager (Bob Rogers)
Human Resources manager（Peggy Anderson）
Sales team member (Jessica Smith)
PDA/GPS trainer (Jack MacDonald)
Liftgates trainer (Erin Mitchell)
Head office training rooms
PDA/GPS device
New truck with tailgate