New Unilever

ASSIGNMENT BRIEF
BTEC Level 7 Diploma in Strategic Management and Leadership
Qualification Unit number and title
Pearson BTEC Level 7 Professional

Qualifications in Strategic Unit 2: Strategic Change Management
Management and Leadership
Student name Assessor name
Ms. Hiranthi Rathnayake
Date issued Completion date Submitted on
08.05.2021
Assignment title Strategic Change Management
Learner declaration
I certify that the work submitted for this assignment is my own and research sources are
fully acknowledged.
Learner signature: Date:
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Assignment brief
Unit number and title Unit 2: Strategic Change Management
Qualification Pearson BTEC Level 7 Professional Qualifications in Strategic

Management and Leadership
Start date 08.05.2021
Deadline/hand-in
Assessor Ms. Hiranthi Rathnayake
Assignment title Strategic Change Management
Purpose of this assignment
This assignment would enable the learner to build an understanding and appreciation of
contemporary and seminal theories, concepts and models, learners will examine the role of
leaders and managers as strategic agents for change in a chosen organizational context
taking change types and change choices in to consideration. It is encouraged that the
relevant assessment criteria be addressed in relation to the organisation you currently
working for or an organisation that you have knowledge of.
Scenario
The assignment will be ideally based on the learners’ own workplaces/job role and require
you to undertake in-depth research into an organisation. To address each section of the
assignment, you are to select, ideally the organization you work for, or any another
organisation you may be familiar with. It would be useful for you to choose an
organisation that is operating in an environment that requires it to refocus its change
strategy.
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Section “A” (LO A, LO B, LO C and AC A.1, A.2, A.3, A.4, B.1, B.2, B.3, C.1, C.2,
C.3, C.4)
Consider that you have been recruited as a Business Analysis in the chosen organization
and you are tasked to present a written report to the board of directors under the title of
“Role of leadership in strategic organisational change”.
You are required to identify the concepts of strategic change management, different
perspective on change and formulate a suitable change management strategy for a chosen
organizational scenario. You are required to demonstrate understanding on seminal
theories, concepts and models related to strategic change management with proper
evaluation and identify the role of leaders and managers in change context.
You need to provide a review on different types of organizational changes and their effect
on change choices. You are expected to understand and explain the change from different
organisational culture and organisational learning perspectives. Further, you are required
to conduct a situational analysis to find the effect of internal and external factors on chosen
organizational change which the answer is then need to be elaborated by explaining the
involvement of change leaders in change design.
You need strengthen the answer by applying the knowledge of enabling organizational
change through suitable initiatives and analysing the importance of employee engagement.
Your report should have following areas addressed in the light of the selected
organisation:
 Critically examine current and seminal theories, concepts and models related to
strategic change management (A1)
 Critically discuss the role of leaders and managers as agents for change(A2)
 Analyse types and styles of organisational change (A3)
 Critically discuss how change context affects change choices for the selected
organisation (A4)
 Discuss change from an organisational culture perspective (B1)
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 Discuss change from a power and politics perspective (B2)
 Discuss change from an organisational learning perspective (B3)
 Analyse the internal and external environments which influence organisational
change (C1)
 Discuss, in consultation with others, how change transition is designed by
strategic leaders and managers (C2)
 Critically evaluate ways in which strategic management enabled the conditions
for organisational change in a given context (C3)
 Evaluate the importance of employee engagement to organisational change (C4)
 List of references
Section B (LO D AC D.1, D.2)
You are now required deliver a presentation by designing a suitable change strategy and
justify the chosen change strategy for the organization you have selected in section “A” in
the form of a “Plan for successful strategic change”. You need to produce a suitable
strategic plan inclusive of following: a change management timeline, a clear roadmap
towards the change, insights on change requirement, a plan for supporting employees, a
mechanism for monitoring and measuring change objectives linking leadership
requirement in the change process. The justification should be supported by setting
SMART change objectives, establishing reasons for detail strategic steps followed, provide
supporting evidence, and define clear responsibilities.
The structure of the of the presentation should ideally include following areas:
 An introduction to the chosen organisation
 Description on the organisational change context
 Examine an approach to enabling successful change (D1)
 Produce justified change management strategy for an organisation (D2)
 List of references
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Evidence Evidence
Summary of evidence required by student
checklist presented
Report format- Please provide a referencing list using Harvard
Section referencing system. The recommended word limit is minimum
“A” 4,500 words for each of the sections though you would not be
penalized for exceeding word count.
The submission of section B should be a 15-minutes individual

PowerPoint presentation (05 minutes allocated for questions).
The presentation slides and speaker notes should be submitted
as one copy.
You are required to make effective use of signposting
(numbered PowerPoint headings, bullet points and subsections)
Section
in- text referencing as appropriate.
“B”
Your research should be referenced using the Harvard
referencing system. Please also provide a reference list using the
Harvard referencing system. The learner should provide speaker
notes along with presentation slides with recommended word
count of 750-1500, although you will not be penalized for
exceeding the total word limit.
General guidance about assessment evidence
Primary and/or secondary research evidence findings must be appropriately referenced within
the essay and research evidence attached as annexes.
Students must submit a signed declaration that the work submitted is their own – see the
‘Learner declaration’ box on page 2 of this assignment.
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Note to assessor
Section A could be completed in 1 phase, assessed and returned to the student with
summative feedback and Section B in another phase.
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Assignment Summary
Assessment Summary - Criteria and Summative Feedback

Achieved
Yes/No
In this assessment you will have the
L A Sectio (Indicate
Outcome(s) opportunity to present evidence that Feedback
O C n page
shows you are able to:
numbers
)
Critically examine current and seminal
Understand A.
theories, concepts and models related A
the concept of 1
to strategic change management
strategic
A. Critically discuss the role of leaders
change A
A 2 and managers as agents for change
management in
A. Analyse types and styles of
an A
3 organisational change
organisational
A. Critically discuss how change context
context A
4 affects change choices
B Understand B. Discuss change from an organisational A
different 1 culture perspective
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B. Discuss change from a power and
A
perspectives on 2 politics perspective
change B. Discuss change from an organisational
A
3 learning perspective
Analyse the internal and external
C.
environments which influence A
1
organisational change
Prepare
Discuss, in consultation with others,
change C.
how change transition is designed by A
management 2
strategic leaders and managers
C strategy in a
Critically evaluate ways in which
given
C. strategic management enabled the
organisational A
3 conditions for organisational change in
context
a given context
C. Evaluate the importance of employee
A
4 engagement to organisational change
D Be able to D. Examine an approach to enabling
B
design a 1 successful change
change D. Produce justified change management B
management 2 strategy for an organisation
strategy
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Assessment Feedback
Formative Feedback: Assessor to Student
Action Plan
Summative feedback
Feedback: Student to Assessor
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Assessor signature Date
Student signature Date
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Section “A”
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Role of leadership in strategic organisational change
Unilever PLC
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Contents
Section “A”..........................................................................................................................................................
1. Introduction.......................................................................................................................17
2. Critically examine current and seminal theories, concepts and models related to strategic
change management in Unilver PLC (A1).........................................................................18-20
3. Critically discuss the role of leaders and managers as agents for change in Unilever PLC
(A2).....................................................................................................................................20-21
4. Analyse types and styles of organisational change in Unilver PLC (A3)...................21-23
5. Critically discuss how change context affects change choices of Unilver PLC (A4). 23-25
6. Discuss change from an organisational culture perspective (B1)................................25-27
7. Discuss change from a power and politics perspective (B2).......................................28-29
8. Discuss change from an organisational learning perspective (B3)..............................29-32
9. Analyse the internal and external environments which influence organisational change in
Unilver PLC (C1)................................................................................................................33-40
10. Discuss, in consultation with others, how change transition is designed by strategic
leaders and managers (C2)..................................................................................................41-43
11. Critically evaluate ways in which strategic management enabled the conditions for
organisational change in a given context (C3)....................................................................43-46
12. Evaluate the importance of employee engagement to organisational change (C4). 46-47
Conclusion............................................................................................................................................................
List of references...................................................................................................................................................
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1. Introduction
Unilever, a British-Dutch multinational consumer goods company, manufactures food,
beverages, cleaning agents and personal care products. The business is the third largest
consumer goods company in the world in terms of 2011 revenue and the largest ice cream
maker in the world. (bartleby, 2021)Unilever owns over 400 brands amongst the largest
selling in all over the world.
Unilever is a dual-listed company. That is, Unilever NV in Rotterdam, the Netherlands and a
dual listed company in the UK. Also here are two Unilever companies based in Unilever PLC
in London which have the same directors and operate as a single business. The current non-
executive chairman of Unilever NV & PLC is Michael Treschow and Paul Polman is the
group's CEO. (bartleby, 2021)
Unilever's corporate vision is to make sustainable living a normal thing and to believe that
this is the best long-term way to grow their business. This vision, in particular, emphasizes
sustainability among consumers. The following components stand out in Unilever's vision
statement: (YOUNG, 2017)
I. Common sustainable lifestyle
II. The best long way
III. Business growth (YOUNG, 2017)
Also, Unilever's corporate mission is to add vitality to life by meeting the day-to-day needs of
nutrition, hygiene and personal care with brands that help people feel better, look better and
get more out of life. This mission statement emphasizes how the company satisfies customers
in various aspects of their lives. The following are excerpts from Unilever's mission
statement: (YOUNG, 2017)
I. Adding vitality to life
II. Meeting daily needs for nutrition, hygiene and personal care
III. Helping people feel good, look good and get the most out of
life (YOUNG, 2017)
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1.1 Unilever major organisational changes
1.1.1 Employee responsibilities will be reduced when the corporation restructures
Unilever PLC (UL), a British global consumer goods corporation, has announced a
substantial restructure of its business, expanding from three to five divisions. Around
1,500 posts will be eliminated globally, and high-level executives will either leave or
take on new duties as a result of the reorganization. Unilever stated on Jan. 25 that it
would transition to a category-focused organizational architecture cantered around
five business groups: Beauty & Wellbeing, Personal Care, Home Care, Nutrition, and
Ice Cream. Unilever CEO Alan Jope stated in the release that the restructure intends
to create a structure that is "more responsive to consumer and channel developments,"
and that growth will continue to be a "top focus" for the company. Additional
adjustments, including divestitures, are expected, according to some analysts. (REIFF,
2022)
Important takeaways
 Unilever said on January 25 that it would restructure its operations into five
category-based businesses.
 The change, according to the corporation, is aimed at ensuring continuous
growth and responsiveness to market trends.
 The procedure will result in a 15% drop in senior management posts and an
extra 1,500 junior management positions, for a total of roughly 1,500
employments.
 According to analysts, the decision was made in response to heightened
pressure from activist investor Nelson Peltz's Trian Fund Management LP,
which recently purchased a stake in Unilever.
 Unilever will be able to sell off slower-growing products like ice cream as a
result of the restructure.
1.1.2 Change for restructuring may be prompted by external pressures
Analysts believe Unilever's announcement was prompted in part by increasing pressure

to accelerate growth and innovation. These tensions have grown in recent days, with
activist investor Nelson Peltz's Trian Fund Management targeting the company. After
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Unilever's failed $68 billion offer to buy GlaxoSmithKline PLC's (GSK) consumer health
unit, Peltz consolidated his holding in the company in mid-January. Following the
announcement of the hedge fund's purchase of Unilever stock, the stock soared, possibly
signalling broader investor interest in the company's substantial improvements. (REIFF,
2022)
Investor pressure on Unilever to improve performance in comparison to competitors was
already in place before news of Peltz's takeover surfaced. During the COVID-19
pandemic, analysts believe the corporation lagged competitors in sectors such as
packaged food and cleanliness. Investors were also largely hostile to Unilever's bid for
GlaxoSmithKline, which it portrayed as a method to expand into the health, beauty, and
hygiene goods industry. (REIFF, 2022)
1.1.3 Demands from investors to boost the company's sales growth and focus on innovation
The company's ability to eliminate slow-growing operations
Investor demands for Unilever to boost sales growth and focus on innovation are
interpreted by analysts as a sign that the corporation may sell slower-growing assets. The
reorganization plan appears to be putting the corporation in a good position to pursue this
strategy in the future. Isolating ice cream as a separate segment from nutrition—which
will comprise ingredients lines, healthy snacking brands, and functional-nutrition
products—indicates that Unilever may eventually unload ice cream. Food brands have
grown more slowly than the company's beauty, well-being, and personal care categories.
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2. Critically examine current and seminal theories, concepts and models related to strategic
change management in Unilever PLC (A1)
Strategic change management is a planned technique to making changes happen effectively in

an organization that is focused on Unilever's prospective future based on today's patterns of
behaviour. As a business, the need for change could be to grow, redesign processes, or
motivate employees to think outside the box in order to attain the company's ultimate aim. A
variety of theories, concepts, and models can be used to alter the process. The eight steps to
successful change proposed by John P Kotter, the Kubler-Ross five-stage transition cycle,
Prosci's five building blocks (ADKAR), McKinsey's 7S framework, Kurt Lewin's change
management model, Burke-causal Litwin's change model, contingency theory, and espoused
theory Let's have a look at how we can put these modules to work for us.
2.1 John P. Kotter’s model

In his 1995 book, "Leading Change," John Kotter, a Harvard Business School professor of
leadership and change management, unveiled his ground-breaking 8-Step Change Model. The
model, which is based on Kurt Lewin's work, lays out the eight mains’ elements of the
change process, stating that skipping any of them can cause the entire endeavour to fail.
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Let’s see how an acquisition can be implemented to these eight steps (Unilever acquired
Paula’s Choice)
Step 1: Create a sense of urgency

The argument that changes is required for the organization's success can be quite persuasive.
If you can create an environment where people are aware of a problem and can see a potential
solution, support for the change is likely to increase. This can be accomplished by starting a
discourse about what is going on and where the organization might go in the future. Creating
a forum where issues and potential solutions may be addressed and discussed is one approach
to get started. This step is all about planning, and Kotter thinks that for a change to be
successful, 75 percent of a company's management must be on board.
1. Determine prospective risks and create scenarios that depict what might happen in the
future.
2. Examine chances that should or might be taken advantage of.
3. To get people talking and thinking, start honest debates and provide compelling
explanations.
4. To enhance your case, enlist the help of customers, outside stakeholders, and industry
experts.
In this scenario Unilever is looking to acquire a company Paula’s Choice. There are
numerous variables that might cause actual outcomes to differ considerably from those
expressed or inferred by these forward-looking statements since these forward-looking
statements include risks and uncertainties. Among other risks and uncertainties, the following
material or principal factors could cause actual results to differ materially: Unilever's global
brands not meeting consumer preferences; Unilever's ability to innovate and remain
competitive; Unilever's investment choices in its portfolio management; the impact of climate
change on Unilever's business; Unilever's ability to find sustainable solutions to its plastic
packaging; significant changes or deterioration in customer satisfaction; significant changes
or deterioration in customer satisfaction; significant changes or deteriorate
1. Identify the appropriate individuals.

2. Establish a foundation of trust.
3. Establish a common aim (Kotter, 1996, 66).
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In this step, the company's CEO has changed the company's focus to consumer goods in order
to accommodate the largest number of employees. The management has chosen the most
visionary leaders, employees, and groomed them for a clear vision with Unilever
management to create a collaborative environment and share open opportunities in order to
be the first in market share and a multinational company. To secure the opportunities, the
management has offered Paula's Choice employees with abroad training.
Step 2: Build a Strong Coalition

It will be quite difficult to lead the entire transition process on your alone, therefore you
should form a coalition to assist you. To maximize its efficacy, the coalition you form should
include a diverse set of skills, experience, and people from all parts of the company. The
coalition can assist you in disseminating messages throughout the organization, delegating
duties, and ensuring widespread support for the change. Collaboration, complementarity, and
the ability to motivate one another to work more will make your life easier and the change
more likely to succeed.
Paula's Choice has an extensive "Ingredient Dictionary" that breaks down the research behind
nearly 4,000 ingredients, as well as Expert Advice, a curated online resource of skin care and
ingredient expertise.
Step 3: Construct a Change Vision

A change program is likely to be complex and difficult to comprehend, especially for
personnel at the bottom of the organizational hierarchy. As a result, developing an easy-to-
understand vision that embodies the whole goal is a good method to get buy-in from the
entire organization. While this vision should be straightforward and easy to comprehend, it
should also be inspiring in order to have the most impact.
"With Unilever, we can build on our work and vision spanning 26 years of making
outstanding products, and by providing people the self-confidence that comes from knowing
they are taking the finest care of their skin possible," said Paula Begoun, the company's
creator.
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Step 4: Disseminate the Vision
To gain support for the vision, it must first be created and then shared throughout the
organization. This is a fantastic time to put your coalition to work, as they are likely to have
networks in every aspect of the business between them. It's critical to keep spreading this
message because it's possible that rival messages are being distributed as well.
Because the company's name did not change, but the brand names did, "Fair & Lovely" Skin-
Lightening Line was changed and already communicated to Paula's Choice employees, and
the shared Unilever vision was clearly communicated by management. Not only that, but the
new system implementation, policies and procedures, and structure were also communicated
via meetings by Paula Begoun, the company's chief executive officer. In meetings, Paula's
management communicates higher travel allowances to employees and encourages them to
accept the adjustment.
Step 5: Remove obstacles

The first four steps are critical to ensuring the success of your change program, but it's also
crucial to consider what can jeopardize its success. Individuals, traditions, legislation, and
physical obstacles are all likely to obstruct your change's progress. Identify these as soon as
feasible and use available resources to break them down without causing any additional
company disruptions.
Step 6: Achieve Short-Term Success

Change procedures can take a long time to bear fruit, which can lead to a loss of support if
people believe their efforts were in vain. As a result, it's critical to illustrate the benefits of the
new method by achieving some quick wins. Shorter-term goals can also help with motivation
and direction. Using these successes to justify investment and effort might help re-motivate
employees to support the change.
Step 7: Build on the Progress

Many change procedures fail because complacency sets in near the conclusion, resulting in
projects that aren't completed effectively. As a result, Kotter contends that it is critical to
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maintain and cement the change long after it has been achieved. For continuous
improvement, keep establishing goals and analysing what may be done better.
Step 8: Ensure the Changes in Corporate Culture are Permanent

Changing employees' routines and practices isn't necessarily enough to install a culture shift
throughout an organization. To have a long-term impact, the adjustments should become part
of your organization's core. Keeping key stakeholders on board, encouraging new employees
to adopt the changes, and praising individuals who do so will all help to embed the change in
your organization's core.
Let’s analysis the merit and faults of 8 steps model when applying to the scenario.
Merit Faults
8 steps so you can easily identify Although the format of these 8 steps is
opportunities. suitable for acquisition due to top-down
access, the model does not largely support
bottom-up transition conditions.
Ability to clearly identify employee Although the steps in the form are in order,
engagement and ease of communication the content of some of the steps is unclear.
The model emphasizes that it takes time for The model takes longer to implement, and
start-ups to be able to help employees this model may not be considered the best
understand the situation option.
Change allows leaders to understand the
obstacles in the first place, so they can
easily overcome problems.
Table 01: Merit and faults of 8 Steps
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2.2 Prosci’s five building blocks (ADKAR)
A company's acceptance of E-Commerce necessitates the development of a strategy to
ensure the successful deployment. This shift must be managed carefully because it is a
new method of working for all stakeholders. The application of a systematic process
and set of tools for guiding the people side of change to accomplish a desired goal is
known as change management. This is a critical component for the success of any
organizational performance gains program, including Six Sigma, Business Process Re
- engineering, Total Quality Management, Organizational Development,
Reorganization, and continuous process improvement. (2014, Prosci)
Furthermore, there are five elements of the successful change it called ADKAR, it’s
briefly discussed in Unilever PLC as follows,
I. Awareness
II. Desire
III. Knowledge
IV. Ability
V. Reinforcement
Let’s analyse how this merger effects the staff of the two companies and how they overcome
the challenge
2.2.1 A - Awareness
There is a significant but slight nuance in how consciousness is defined in the model before
looking at the contributing and resistant variables. As stated by ADKAR, raising awareness
entails explaining both the nature of the change and why it is important. It entails explaining
the business factors or possibilities that have led to the need for change in a clear and concise
manner. It also entails articulating why a change is required at this time and the dangers of
not doing so. Remember, only when an employee responds, "I understand the nature of the
change and why this change is necessary," have we succeeded in raising awareness. An
individual change management approach has this strength and essence. (prosci, n.d.)
The company's staff have recognized that the company can not stand alone for long in the
business process. Management has decided to move towards a consolidated presence in the
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consumer goods sales sector. It is really difficult for employees to communicate changes in
the initial stages. The company has decided to communicate the change in the management
meetings of the company and has carried out clear e-mail communication in parallel with the
meetings, informing not only the management but also the employees about the process
simultaneously with the company. The training team provided guidance on the merger with
Unilever and Paula's Choice. To acknowledge the difference in staff integration by clearly
defining how that change will positively affect the company. These counselling sessions
helped to create awareness of change in every employee to accept change. Also,
In Unilever they should specifically aware about,
What is the nature of the change?
Why is the change need?
What is the risk of not changing?
2.2.2 D- Desire
Increased awareness does not translate into desire. Some change management practitioners
fall into the trap of focusing on the reasons for change rather than translating those reasons
into personal and organizational driving elements, which can be disheartening and frustrating
for employees. Your change management strategies will necessitate the creative use of
important corporate executives as change sponsors and managers and supervisors as change
coaches for employees.
Unilever & Paula's Choice announced changes in the process, highlighting the sponsor for the
business as the company needs to integrate into inter-departmental competition and consumer
goods, employee participation in each process changes and training on encouraging new
initiatives. Campaigns and staff meetings to welcome change make the company staff think
outside the box. Like Unilever, Paula's introduces strategies through its employee
engagement process, a new incentive scheme for employees, and enhances the collaboration,
inclusion and diversification process with a variety of processes.
Motivation stories illustrate the company's intentions to capture market share in the insurance
industry and have a positive impact on the staff motivation process. In addition, as a
multinational company, the opportunities for staff will be enhanced in the future
2.2.3 K - Knowledge
Training is not the only way to develop knowledge. There are two distinct types of
knowledge in a change management plan. Both may be integrated and addressed with a
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single training plan. Remember, however, that knowledge is only effective when it is already
present. Without awareness and desire, you cannot effectively create knowledge.
As previously said, the two organizations' main focus is on change training sessions, where
employees develop confidence in what they've done in the past and what they'll need to do in
their new procedure. The companies' two training and development teams held one-on-one
sessions with cultural colleagues lobbying for culture transformation and information sharing
sessions with top executives. In a collaborative atmosphere, organizing team building
activities, annual meetings, and outings outside the corporation was extremely successful, and
gathering expertise with the team would have a good impact on the business.
2.2.4 A – Ability
While knowledge and ability may appear to be similar, there can be a significant difference
between the two. Employees should be provided enough tools to develop their own abilities.
This involves hands-on practice, coaching, and the opportunity to collaborate with others who
have successfully made the transition.
2.2.5 R – Reinforcement
While knowledge and ability may appear to be similar, there can be a significant difference
between the two. Employees should be provided enough tools to develop their own abilities.
This involves hands-on practice, coaching, and the opportunity to collaborate with others who
have successfully made the transition.
Paula's has been implementing more and more training on change - related processes,
especially as they adapt to Unilever's new staff. Process changes, system changes, how the
energy system works and all. In addition, the separation of Paula's Choice employees from
Unilever employees created a collaborative environment that helped staff absorb knowledge.
Developing skills and identifying themselves with what they are capable of and how they
should develop to accept that difference. These changes have been observed by line managers
and the intervention of managers has been truly effective for change adaptation.
Let’s analysis the merit and faults of ADKAR model when applying to the scenario.
Merit Fault
It takes a hands-on, rather than a theoretical, Want to learn more about change
approach to change management. Some management? As previously stated,
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change theories focus solely on group ADKAR is a ready-to-use product. If you
psychology or organizational need something that you can use right now,
transformation. These theoretical ideas can this is a good option. However, if your
be beneficial, but they are difficult to put company wants to learn more about the
into practice in the real world. topic, this can be a disadvantage.
It's a one-of-a-kind solution. It should not be More sophisticated and extensive change
necessary for businesses to recreate the management techniques are required. There
wheel. This makes ADKAR an attractive is nothing wrong with ADKAR in and of
alternative for businesses looking for ready- itself, but it may not be appropriate for
to-use change recipes. every business. When a corporation wants
or has to build a new change process, they
will almost certainly need to look into
various options.
It's been thoroughly field-tested. ADKAR Are developing or establishing a change
has been around for quite some time now. It management role in-house. Prosci can
is also one of the most popular and definitely help with the development of
commonly used change models, internal change management capabilities.
demonstrating its effectiveness. Innovative businesses, on the other hand,
could choose to recruit their own change
management experts and establish
specialized in-house methods.
It includes extensive training and support. Are undergoing various types of corporate
The business behind ADKAR, Prosci, transformations. For example, a corporation
provides comprehensive training and undergoing digital transformation may be
assistance at a reasonable cost. As a result, using many technologies at the same time.
businesses always have coaches and trainers Companies may need to use the help of
on hand to assist them as they adapt and digital transformation agencies, digital
expand. adoption solutions, IT consultants, and other
professionals in these situations.
Table 02: Merit and faults of ADKAR model Source: (Smith, 2019 June)
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1.3 McKinsey 7s Model
McKinsey's 7s model is a device that investigates an association's authoritative plan by seeing

seven critical interior components: strategy, structure, systems, shared values, style, staff, and
skills, to recognize in case they are adequately adjusted and permit the association to
accomplish its goals (Strategic Management insight, 2021).
McKinsey's 7s model was created during the 1980s by McKinsey experts Tom Peters, Robert
Waterman, and Julien Philips with assistance from Richard Pascale and Anthony G. Athos.
Since its presentation, the model has been generally utilized by scholastics and experts and
stays one of the most well-known keys arranging apparatuses. It looked to introduce an
accentuation on HR (Soft S), instead of the conventional large-scale manufacturing physical
assets of capital, framework, and gear, as a key to higher authoritative execution. The
objective of the model was to show how 7 components of the organization: Structure,
Strategy, Skills, Staff, Style, Systems, and Shared qualities, can be adjusted together to
accomplish viability in an organization. The central issue of the model is that every one of the
seven regions are interconnected and an adjustment of one region requires an adjustment of
the remainder of a firm for it to work viably (Strategic Management Insight, 2021).
The model can be applied to numerous circumstances and is a significant instrument when
the authoritative plan is being referred to. The most well-known employments of the system
are worked with hierarchical change, assist with executing new methodologies, distinguish
how every region might change later on, and work with the consolidation of associations
(Strategic Management Insight, 2021) (Smart Insight, 2021).
In the McKinsey model, the seven spaces of the association are separated into the 'delicate'
and 'hard' regions. Strategy, structure, and systems are hard components that are a lot simpler
to distinguish and oversee when contrasted with delicate components. Then again, delicate
regions, albeit harder to oversee, are the establishment of the association and are bound to
make support to competitive advantage (Smart Insights, 2021).
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Figure 01: McKinsey 7S model
Unilever uses the McKinsey 7s model to improve business performance and develop
successful change management processes on a regular basis. To ensure that its performance
levels are consistently maintained and improved for the offers, Unilever works on the 7
factors indicated in the model.
Hard Elements
1.3.1 Strategy
Clearly Defined
Unilever's overall company plan and strategic direction are clearly defined and
communicated to all employees and stakeholders. This aids the corporation in managing
performance, directing operations, and developing various approaches that are in line with the
corporate strategy. Furthermore, the creation and communication of the business plan makes
Unilever's operations more visible and aligns the company's duties and actions.
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Guiding behaviour for goal attainment
Unilever's strategic direction is also vital in guiding employee, staff, and stakeholder
behaviour toward goal attainment and achievement. In accordance with the business plan,
SMART Goals are defined with short- and long-term deadlines. Employees use the business
strategy to determine methods and behaviours that will assist the company achieve its goals
and objectives.
Competitive pressures
Unilever’s strategy also takes into consideration the competitive pressures and activities of
competitors. The strategy addresses these competitive pressures through suggestive measures
and actions to address competition via strategic tactics and activities that ensure sustainability
to Unilever via adapting to market changes, and evolving consumer trends and demands.
Changing consumer demands

Unilever's strategy considers changing consumer trends and desires, as well as evolving
consumer market patterns and consumption behaviour, which is an important component of
the company's strategy. This is an important aspect of Unilever's strategic orientation because
it allows the corporation to stay competitive and relevant to its target consumer groups as
well as detect demand gaps in the market.
The company then uses product offers and marketing operations to deliberately fill these
gaps, giving it a competitive advantage over other market patterns.
Flexibility and adaptability

Unilever's strategy is versatile and flexible. This is a key part of Unilever's strategic
orientation and strategy development. Rigidity in strategy can cause a firm or a business to
become stagnant, preventing innovation and progress in the face of changing consumer
markets.
Unilever's flexibility and adaptability allow it to not only gain from fast reacting and
responding to changing consumer patterns around the world, but also to adjust its products
locally and culturally through localization for different countries and areas. Furthermore, the
corporation is frequently able to forecast consumer market developments in advance and
make strategic improvements to meet such trends.
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1.3.2 Structure
Organizational hierarchy
Unilever's organizational hierarchy is flatter, with learning and progressive organizations
supporting it. Employees feel more comfortable and confident, and they have more access to
information, with fewer managerial levels between them and more access to senior
management and leadership. Furthermore, the flatter hierarchy helps Unilever to make faster
decisions and enhances employee loyalty to the firm.
Inter-Departmental coordination
Unilever has a high level of departmental collaboration. For projects and tasks that involve
multiple skills, the company's departments frequently form inter-departmental teams. All
cross-departmental coordination is efficient and well-organized. To ensure seamless work
operations and processes – and goal fulfilment – Unilever has a structured approach for
initiating and monitoring coordination between departments.
Internal team dynamics [department specific]

Unilever promotes collaboration and team-oriented initiatives. Specific duties and job tasks
are assigned to jobs that demand individual attention and scope. Unilever employees, on the
other hand, are expected to be team players who can work well with and through others, as
well as get along with others. Unilever's teams are supportive of all members and work
together to achieve the broader team objectives and aims, all while adhering to the Unilever-
designed strategy and principles.
Centralization vs. decentralization

Unilever's organizational structure is a mix of centralization and decentralization. Unilever,
like many progressive organizations, advocates for decentralized decision-making.
Employees generally define their goals with mutual coordination and agreement with their
superiors, and job duties at Unilever are designed to be carried out with responsibility.
Unilever, on the other hand, is centralized in ensuring that supervisors review and approve
the numerous activities and strategies that employees adopt in order to ensure that they are in
line with the company's strategy and values.
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1.3.3 Systems
Organizational systems in place
Unilever has defined and well-demarcated systems in place to ensure that the business
operations are managed effectively and that there are no conflicts or disputes. The systems at
Unilever are largely departmental in nature, and include, for example:
- Human resource management
- Finance
- Marketing
- Operations
- Sales
- Supply chain management
- Public Relation Management
- Strategic leadership
Unilever has specially built tools and processes as controls for measuring performance and
goal attainment in each of its specified and demarcated systems. Because of the nature of
their activities and responsibilities, these controls and measurements are tailored to each
department. Furthermore, each department creates unique controls for members' performance
evaluations as well as inter-departmental tasks and obligations.
Soft Elements
1.4.1 Shared values
Unilever promotes a diverse and inclusive workplace culture. Unilever has an international
presence with production facilities in several countries; as a result, the firm ensures that its
organizational culture is supportive of diversity and that internal regulations are in place to
reduce discrimination.
Unilever's corporate culture also supports innovation and creativity by letting people and
teams to flourish independently, allowing them to fine-tune their professions and
personalities. Finally, Unilever's corporate culture is characterized by a supportive leadership
that strives to increase employee motivation and job happiness by emphasizing visibility and
accessibility.
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1.4.2 Style
Unilever's leadership style is participative. Unilever can engage and involve its employees in
decision-making processes and managerial decisions by using a participative leadership style.
This also allows the leadership to communicate with employees and other managerial groups
on a regular basis to detect and resolve any possible disputes, as well as receive feedback on
strategic strategies and operations. Unilever can improve employee motivation and
organizational engagement and ownership among employees and other stakeholders through
participative leadership.
The participative leadership style is extremely effective in accomplishing the organization's
commercial goals and vision. Employees believe they are active members of the organization,
and their suggestions, feedback, and contribution are valued. Furthermore, through
participative leadership, Unilever leaders and managers may recognize present and potential
issues inside the company and seek to address them as quickly as feasible.
1.4.3 Staff
Unilever has an adequate workforce across all of its global activities. Employees are hired
both within and externally for various job responsibilities and positions, based on the urgency
and skill levels required. Unilever has personnel who are skilled according to the
requirements of their job tasks and positions, based on this. To familiarize oneself with the
organization and its ideals, all workers receive in-house training. For skill level enhancement,
both external and internal training is available.
A vast number of people work at Unilever. The number of employees varies each country,
depending on the business and operations' requirements and needs. Unilever's worldwide
team is inclusive, accepting and encouraging diversity while also working in tandem with
members to achieve business objectives. For Unilever, team members and employees are the
most critical aspect of corporate success.
Unilever has a well-defined methodology for identifying possible organizational capability
and capacity needs. The business's human resource function has a systematic approach for
identifying possible vacancies or skill gaps that involves all other divisions. The human
resource department provides for permanent or temporary recruiting, as well as training
courses for current employees, depending on the nature of the requirement.
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5. Critically discuss the role of leaders and managers as agents for change in Unilever PLC
(A2)
V.1 Top management Involvement
Visionary: The Managing Director has selected important individuals who can work with or
without Unilever's sophisticated advanced technology. The Assistant General Managers were
executives that concentrated on getting the people in the firm to embrace change. The
Company was restructured for the aforementioned positions, according to the Managing
Directors, to guide the firm through change acceptance. MD facilitated the creation of a
shared vision through management discussions and the recognition of low-cost, high-impact
improvements not only in Sri Lanka, but also in creating a collaborative and supportive
environment through capacity building, professional development, and leadership training
programs as opportunities.
Strategically: As a multinational corporation, senior management has been handed decision-
making ability to command and supervise personnel in other countries, such as Unilever and
Paula's Choice, to establish the process of accepting change. However, many people rarely
lasted in one firm and came up with different recommendations, thus management selection
was not given comparable weight. Not only that, but other Paula's Choice employees were
unhappy with the choice and protested the company's change. Furthermore, because they had
the largest employees in the organization, this resistance had a significant impact on the
business process.
V.2 Middle management involvement

Team player: Assistant general managers of the business process were selected as the
leaders of the change management process. As they have the authority on decision making
process segregating the work among the employees based on the performance will also had a
positive impact on the change. The Unilever staff was not highlighted in the process.
The volume and nature of the organization are concerned because they recognize the
importance of operating within a precise framework, and as Cummings and Worley (2005)
discovered, the sheer size of the company can put them at risk of immobility and stagnation
because of their large organization's inability to respond flexibly to external stimuli. As a
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result, with over 165,000 workers (Total number of Unilever employees worldwide from
2003 to 2017 (as of January 1, 2018), Unilever has established a management structure that
allows them to make decisions faster and respond more flexibly to external challenges.
Unilever, which has been headquartered in London and Rotterdam for than a century, is
reorganizing by choosing the Netherlands over the UK as its single headquarters during the
Brexit process (Kollewe,2018). Aside from the organizational restructure, which could result
in numerous reformed organization strategies, as well as several changes in human resource
management to accommodate the new arrangement, the recent announcement that CEO Paul
Polman will step down after nearly a decade in the top executive position, raises the level of
challenge for the current Unilever management team, particularly in terms of competition
marketing talent, which Fleming (2018) has described in five elements.
An organizational structure is a type of labour division in which managerial decisions are

made and implemented. Linear relationships (administrative subordination), functional
relationships (by business sector without direct administrative subordination) and inter -
functional or cooperative relationships are all examples of relationships (between
subdivisions of the same level). There are various types of management organizational
structures depending on the nature of the relationships:
5.2 Organizational excellence Innovation and company growth

The parent business has set a goal of saving Unilever PVT Ltd.'s Sri Lankan facility. To
achieve that aim, the company has chosen to undergo a corporate transformation with senior
management participation by the end of 2021. For process management, consultants
developed the notion of Lean improvements. Finally, management chose to put this process
management idea into action to attain certain organizational objectives.
V.2.1 Top level management

Facilitator: A Change Facilitator is someone who assists a company in identifying and
fostering collective methods to optimize the effectiveness of its change initiatives. A
Facilitator must be able to understand, comprehend and support the vision of the
organization. A good vision should provide guidance and motivate people to take steps in the
direction of change. A facilitator works on the organization's soft and hard aspects. Values,
beliefs, motives, perceptions, and so on are examples of the soft side. Capabilities, behaviour,
measurement, outcomes, growth, scaling, and so on are the challenging aspects. Both
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modifiers should be considered simultaneously. In addition, to encourage the MVI-see-see-
feel-change cycle, activators must maximize and at some point, minimize blockers and be
vigilant, tailor and strategize accordingly, walk, and maintain Make it strong, it's something a
facilitator can do (Changingdojo, 2021).
Going forward with the Lean concept, the senior-level managers on the Unilever
manufacturing team first came up with the vision for change. Unilever values, beliefs,
motivations, cognitions, abilities, behaviours, measurements, outcomes, growth, scale were
analysed and how innovation leads to the development of the organization. Manufacturing
senior managers also develop the firms sustain and reinforcements. In taking these facts, this
group can be identified under the change agent called a facilitator.
Planner: A person who understands the difference and drives towards the goals of creating a
goal, establishing a change team, developing the plan, executing the plan, etc. can be called a
planner. A planner in an organization creates a plan for every action. As a planner, need to
identify what are the KPI's, how are going to gain stakeholder supports, create task lists,
decision making, address resistance to others.
When applying structural changes within the organization, Unilever seeks the assistance of
another agency for this change. The change was initiated with the support of top
management, who has many years of experience. All plans were made by supportive team
members and senior managers from all departments. From the beginning, the teams have
been studying the production process, changing where it needs to be changed, and figuring
out how to make the work easier according to a plan.
V.2.2 Middle level management

Coordinator
The coordinator's principal responsibility is to manage not only the flow of papers associated
with any modifications to an ongoing project or big system. To be successful in this position,
the individual must be detail-oriented, love working on complicated projects, and have great
multitasking abilities. The main qualities of a coordinator are differences, building
relationships, being a good listener, being inclusive, being a good communicator, and being a
dedicated government communicator (Wisegeek, 2021).
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A person was nominated as the coordinator of the organization’s lean application. Although
the man worked as an assistant electrical engineer for the company, was the coordinator
between team and top management for the project. The coordinator organizes virtual
meetings between the two teams, investigates employee issues and informs top management
about those issues, and points out to department heads where changes need to be made. This
character can be identified as the coordinator, a role of change agent.
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6. Analyse types and styles of organisational change in Unilever PLC (A3) You are now
needed to provide your insights on different types of organisational change by relating to
real changes identified from the selected organisation
Transformational change entails significant shifts in internal functions, culture, and

organizational structure, as well as a shift in values and norms. Small changes to the present
system are referred to as incremental change (Borrego and Henderson, 2014). The
transformational change in Unilever's organizational structure from hierarchical to
divisional structures occurred as the company continued to innovate new products in the
market, necessitating a rethinking of the organizational structure in order to maintain smooth
operations. The term "transformational" refers to a shift in the current environment. When
Unilever introduces new and inventive products, as well as a transformational change, it is
apparent that the entire organization's working style has changed. As a result, different
departments' activities are synchronized.
Proactive Organizational Changes

In this situation, one firm would completely merge with the other (acquirer in most cases) and
integrate into the existing organizational structure. There would be a complete merger of
corporate procedures as well as a replacement of the acquirer's top management. The merged
firm would continue to operate under its mother company's brand name, while the acquired
company's brand name would be dropped entirely. The acquirer's mission and values would
be passed down to the acquiree, and the corporate culture would be replaced.
Reactive Organizational Change
In this situation, the acquisition would take on the role of a somewhat independent piece in
the acquirer's structure, such as a separate division. The companies would thereafter operate
practically independently of one another once combined. This would be a feasible situation if
the combined companies' businesses were to stay diverse. The purchasing corporation would
establish a broad goal (e.g., volume of sales or revenue), while the acquired company's
managers would continue to oversee business procedures. The new brand names would be
added to the acquirer's briefcase, and vice versa, the acquiree's brand names would be
transferred.
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Transformational style
This integration model combines parts from the previous models in varied amounts. During a
merger, multiple alternatives for incorporating the acquired firm into the acquirer's
organizational structure or creating a new one that differs from both companies' structures
may exist. It would be possible to integrate corporate processes selectively. For example,
procurement methods for transportation, sales network, marketing, feedstock, and advertising
space would be consolidated, while production operations would be put into an autonomous
management mode. A mixed team of senior managers would be formed, with the option of
employing new personnel to fill up gaps in experience or transferring employees from the
acquiring firm to the acquired one. Creation of a new brand name, incorporation of brand
names into the acquirer's briefcase, and transfer of a portion of the acquirer's briefcase are all
possible scenarios for managing brand names. The value system would then change, with the
prospect of assuming the acquirer's goal on a worldwide scale while preserving a portion of
the acquired company's operating philosophy and corporate culture. This time, rather than
one, there is the option of developing a new culture based on the effective factors and values
of both firms. (Unilever, 2021)
There are two kinds of strategies to consider: 'Push' and 'Pull' strategies. Whether a
corporation adopts a push, or a pull strategy has an impact on the promotional mix. Some
small businesses only employ push marketing methods, while others only utilize pull
marketing strategies. Some huge corporations, on the other hand, utilize a blend of the two.
(UKEssays.., November 2018)
The pull strategy should be used by Unilever. In the short term, a promotion mix will have to
be created by combining both push and pull tactics. In order to achieve profitability with such
high sales, Unilever will have to keep its new brand's margins low. Unilever can break into
the market by giving away free samples in little plastic sachets of about 10g during the
product launch and aiming for a 30% BTL, as this is both inexpensive and gives customers an
opportunity to try their new product. If women in the North-east feel comfortable with plastic
sachets, Unilever can transition its packaging from cardboard to plastic sachets in the future,
saving 30 percent on packaging costs. (UKEssays.., November 2018) Unilever will be able to
portray its new brand as a highly successful product that can be used in everyday life as a
result of this. 70 percent above the line should be used since it has a low cost-per-contact and
a strong reach advantage because all Brazilians, whatever of money, enjoy watching
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television. The phrase could be "Sun-light will make your clothing shine," which would
improve consumer happiness and motivation. Advertising should target low-income groups
by visiting them and capturing live washing of their garments.
Educational style:
Discusses how to create an intellectual stimulus in the employee under this concept. Under
this, employees are encouraged to find new avenues, to learn on their own, to support and
encourage them. This creates an ideal character by setting an example for others.
With the introduction of the Green Product line to the work floor, product range has
expanded. The machine operator must have a proper understanding of whether the right
thread is given when obtaining the raw material from the raw material warehouse as every
previous product in the eco production range has the same product. Since eco products look
very similar to plastic products, a separate code is included in the pack to distinguish them. It
is the responsibility of the machine operator to check the code and select the correct product.
Horizontal Vs Vertical
Structural changes include organizational hierarchy, command chain, management systems,
job structure, and administrative procedures. Structural changes, usually when the need
arises, include additions and acquisitions. The addition of additional layers to the structure
may be regarded as a vertical change, whereas the addition of business units can be
considered a horizontal change.
Changes in the workplace are almost usually met with resistance. Employees able to respond
to layoffs, decreased productivity, and new ideas are rejected. They have the option to reject
the offer. Unfamiliar corporate culture norms The In this instance, the key role of
management is to — as reducing resistance as early as possible in the neutral stage, to
transfer employees, and then it's on to the donation stage. It is necessary to reduce such
dangers. it is vital to keep a planned and consistent schedule strive to guarantee that the
maximum number of people are involved employees who are undergoing reorganization
(both through informing them and involving them in the process decision-making).
Organizational wide change

As a change management, the purchase of Inmarko group by Unilever can create a variety of
synergies is one of example in Unilever. Synergetic effect is an improvement in work
effectiveness because of change combination. Fulfilment of synergies is a complex process,
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which is conducted during company's integration. The findings of personnel evaluations can
reveal that a lack of required competency is a problem not allowing the person to effectively
hold the intended position an employment opportunity This is a difficulty for both an
individual and an organization. Worker and manager: the employee is the one who does the
work must either remain in the lower position and the required talents or try to attain his/her
dreams in other subjects, she has a lot of potential.
Collaborative style
Collaborative style is defined as motivating employees and changing with them. Commitment
comes from directing people to invest in change. In this system, the senior team still controls
strategic decisions and explores how to do what is needed. Finding out how to make it a
reality for the following organization, many more deployments can take place.
The mere fact that misalignment can seem surprising to both parties. sides and necessitates a
decision by the administration. There's also the matter of collaboration. What proportion of
Inmarko and Unilever employees should Unilever have? representatives be included in the
new system organization, and how to reconcile cultural disparities corporate culture, skill
level, and values as well as custom
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7. Critically discuss how change context affects change choices for the selected organisation
(A4)
The context is usually the reason why no two modifications are the same. Internal factors
may have a significant impact on the transformation process. For example, whether or not
additional organizational changes are being implemented at the same time, changes in senior
leadership, prior change failures, or the current performance level of the organization. As a
result, it's a good idea to take stock of the environment in which you're working at the start of
any change project and incorporate a risk and opportunity assessment into your change
planning and management procedures (Wendyhirsch, 2021). Simply put, the process of
change is referred to as change context. This is where the decision of where to start and
where to go comes to a finish. It's characterized as a shift in context. As a change
management, the purchase of Inmarko group by Unilever can create a variety of synergies is
one of example in Unilever. Synergetic effect is an improvement in work effectiveness as a
result of change combination. Fulfilment of synergies is a complex process, which is
conducted during company's integration.
7.1 Time
When adopting a change, the company must assess how long it will take to complete the task.
This can be done within a time range. It's critical to know how long it'll take to notice the
change once it's been recognized. As a result, a schedule can be made. When making a
schedule, there are three things to keep in mind. These are the tasks to be completed prior to
executing the change, during the change, and after the change has been implemented. This
task can be clearly identified using a gantt chart. The following is the impact of the time
context on these developments.
Merging with Inmarko: Unilever merged with Elevate in January 2016. The need to merge
with another large company was strongly felt by Unilever. Unilever decided that in order to
capture a large share of the market as a thread supplier, it would be appropriate to sign an
agreement with an producer of ice cream and frozen foods based in Novosibirskr company.
Thus, according to the time plan, Unilever was able to join Elevate in 2016. Unilever has
been planning for this connection since late 2014.
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7.2 Scope
Individuals or the relevant division or department should decide whether a change impacts
the entire organization. The scope must then be considered. When making a change, you
must first select where to begin. The scope of the project should be determined. There are
several elements to consider, like where the change starts, if it affects the entire business, or
whether it can be launched by a small group. That is the scope of the project.
Merging with Inmarko: Unilever's purchase of the Inmarko group and its effective
integration into the Unilever business can result in a few synergies. A synergetic impact in
economics is an increase in work effectiveness because of combining, integrating, or merging
pieces into a cohesive whole. Synergies are no just abstract concepts during mergers and
acquisitions; they are identified, and each synergy is analysed. Sales and costs are two
primary areas where synergies might be seen. When calculating synergies, it's vital to
remember that you need to account for not only future income increase, but also the
willingness to spend money on implementing synergies. Synergy fulfilment is a complicated
procedure that takes place during a company's integration, and integration costs frequently
exceed budgeted amounts.
7.3 Preservation
The extent to which it is necessary to retain the integrity of officials' specificities in some
practices is referred to as preservation. Some adjustments are only temporary. After all, it's
possible that the alteration should be reversed. It explores the importance of ensuring the
long-term viability of policies or conserving specific assets. It investigates if these habits and
assets are worthwhile resources or contribute to organizational stability and identity.
Preservation refers to the assets, procedures, or attributes of the organization that must be
preserved during the transformation.
Merging with Inmarko: Changes in the workplace are almost usually met with resistance.
Layoffs, diminished productivity, and rejection of innovative ideas can all affect employees.
They have the option of refusing to follow the rules of a new company culture. The key aim
of management in this instance is to eliminate resistance as rapidly as feasible, move workers
to the neutral stage, and then to the contribution stage. To reduce such risks, it is vital to
maintain a methodical and regular work schedule to ensure that staff are fully engaged in the
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reorganization process. Managers and HR specialists strive to anticipate factors that may lead
to employee resistance, as well as to build initiatives that will help to avoid such instances,
reduce bad consequences, and adjust people to new situations.
7.4 Diversity
The participation of persons of various genders, ethnic origins, and sexual orientations is
known as diversity. The shift will have an impact on the degree of variance in attitudes,
values, and standards between groups of employees and divisions.
Merging with Inmarko : Unilever is a multinational company. Inmarko is also a

multinational conglomerate with many companies, so there is a lot of diversity between the
two companies. Unilever branches are spread across 51 countries and Inmarko has 125
branches. These companies employ people from all over the world. Many foreigners are also
employed in Unilever Sri Lanka.
Brands can no longer feel safe in building solely a top-down approach in which they
determine and then simply transmit their brand to customers in next-generation experience
management. Consumers want to have a say in the products and brands they buy, which
necessitates a bottom-up strategy. Consumers expect to be in charge, and you can see and
understand this on crowdfunding platforms like Kickstarter and Indiegogo. (Petro, 2020)
According to this article, the original goal of these platforms was to allow inventors and
producers to manufacture their inventions if a large enough number of people pre-ordered the
goods. If the crowd was truly interested in the product, the inventor would be able to secure
the required financing to build and deliver it to them. (Petro, 2020) However, after a few
years, these platforms have amassed sizable communities of Innovators and Consumers
(Followers), and major corporations have begun to use them to introduce new goods.
Segway, for example, has launched three new products on Indiegogo, allowing the company
to evaluate a product pipeline by interacting with early adopters during development. (Petro,
2020) .Once brands have identified a market niche they wish to enter, they must determine
whether consumers want their product or service and whether it can sustain their business
strategy. Consumers will have the last say on whether a brand has the right to enter a new
market segment, according to "the new bottoms up approach to marketing." (Petro, 2020)
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Compare and contrast how Unilever's primary competition Procter & Gamble's brand Ivory
and Unilever's brand Dove have approached the next generation in experience management.
Dove has produced marketing efforts that promote our uniqueness, including skin tone, body
form, and gender. From visuals to social media to advertising and in-store displays, the brand
has become a symbol of tolerance and diversity that resonates well with its target audience.
8. Discuss change from an organisational culture perspective (B1)

8.1 Organizational Culture
Unilever has a performance-oriented culture that emphasizes the importance of employee
production. The relevance of criteria or metrics used to assess needed output and
appropriateness of output is also highlighted by this corporate culture. The following are
features of Unilever's performance-oriented organizational culture:
 Individual and organizational performance are the focal points of attention
 Quality of output in all areas is emphasized
 Work efficiency is achieved with technology and other tools
The organizational culture at Unilever is centred on performance and quality. This corporate
culture may be seen throughout the company's long history. The company has developed
from a small start-up to a global force. Such achievement is largely due to Unilever's
organizational culture's capacity to in still high performance and quality in employees' work
ethic in order to increase business production. For example, despite fierce rivalry, the
company's consumer items remain competitive in the worldwide market due of their
outstanding quality. This emphasis on quality reflects the firm's goal statement, which
emphasizes product efficacy. Unilever has also mastered efficiency in its internal business
operations, including human resource development, using technology and innovation.
(GREGORY, MARCH 25, 2017)
The Role of Leadership in Unilever's Organizational Culture
Unilever's success is due in part to its executives' ability to foster a culture of performance
and excellence. To manage the business and improve performance, the firm's management,
for example, employ market-based and results-based techniques. Market-based management
adjusts management strategies based on market data. Results-based management, on the other
hand, focuses on achieving desired outcomes. In the consumer goods industry, these
strategies aid human resource productivity and organizational performance. As a result,
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Unilever's leadership and management styles contribute to the company's organizational
culture. (GREGORY, MARCH 25, 2017) The integrity of corporate culture implementation
is supported by Unilever's leadership-based initiatives, especially in mergers and acquisitions.
Integrity is critical in mergers and acquisitions, as successful organizational merging
necessitates human resource integration. Unilever, for example, uses results-based
management to implement its organizational culture across the newly amalgamated company.
In this way, the company's leadership ensures that the corporate culture of performance and
quality remains consistent even after mergers and acquisitions. (GREGORY, MARCH 25,
2017)
8.1.1. Clan culture

Clan culture is a type of work environment that resembles that of a family or tribe,
emphasizing consensus and shared goals and values. Clan cultures are the most collaborative
and least competitive of the four major corporate culture types. Mentoring, corporate
commitment, and employee involvement are intended to increase productivity and
profitability by fostering empowerment and loyalty (Tech target, 2021).
management mode. A mixed team of senior managers would be formed, with the option of
employing new personnel to fill up gaps in experience or transferring employees from the
acquiring firm to the acquired one. Brand name management would also contain a number of
optional features.
8.1.2 Market culture

Market culture is a type of corporate culture that emphasizes competitiveness among
employees and between the company and its competitors. The market model is the most
aggressive and capitalistic of the four major corporate culture types. Employees are
encouraged to set and strive toward tough goals. Employee performance is closely examined,
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and they are routinely rewarded or scolded directly. Individual achievement should lead to
greater organizational success, according to the emphasis on individual performance.
management mode.
VI.I. Structures and Practices in Culture, Leadership, and Human Resource

Management
The growth of Unilever's organizational culture is aided by leadership. Human resource

structures and practices are influenced by the organizational culture. Through regular
monitoring and assessments, as well as dedication and support from executives, Unilever
supports the corporate culture of performance and quality. The findings of evaluations, for
example, are used to guide HR policies that support Unilever's performance and quality
culture. The demands of employees are identified and incorporated into HR program
improvements. The organization instills quality as a defining component in employee
performance and productivity through this cultural reinforcement. (GREGORY, MARCH 25,
2017)
Unilever's culture is one of success. Different aspects of the business work together to
improve financial performance and product quality. Individual performance is enhanced by
excellent leadership. The company also ensures a performance-driven organizational culture
by bringing together leaders from all areas of consumer goods, this performance culture
manifests at the individual and organizational level. Unilever's organizational culture still
needs to be improved. It is suggested to improve the policies of adaptation to diversity. In
global business, greater diversity is inevitable, and the organization must take advantage of it.
Unilever can also make advances in the area of information technology. For example,
advanced tools for market research, customer relations, and internal communications can help
workers in a variety of ways. These improvements can contribute to the performance-oriented
organizational culture of the company. (GREGORY, MARCH 25, 2017)
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9. Discuss change from a power and politics perspective (B2) You are required to examine
about change considering the power culture perspective and the answer can be strengthen
by addressing different power culture types
According to Weis and Wiest "company tradition is a machine of values, norms, and
emblems traditional for a organization, which increase over an extended time, and its end
result is the established order ds excellent practices for the complete social institution and the
particular hierarchy of values" In a manufacturing of customer items which include cosmetic,
detergent chemicals, foods, and so forth like Unilever, a big enterprise wherein have quite a
few personnel paintings and need to paintings for. They nonetheless acquire quite a few
fulfilments in operation. The desirable dating among personnel and supervisor should be
required, due to the fact it's far difficult to attain to particular end whilst last the struggle
among wo sides-personnel and supervisor. In a well-known newspaper in American, this is
The economist in 2017, it suggests that Unilever is the organization is ranked 7th in Europe
and is one of the excellent place of work to paintings In HRchannel, on February 14,
enterprise branding answers organization Anphabe introduced the consequences of an
impartial survey of the a hundred excellent places of work primarily based totally on almost
10,000 voted humans from almost 1,000 exceptional companies. Because in right here the
rights and voice of personnel to be respected, and in right here personnel have rights to voice
approximately very own opinion to be encouraged. It is apparent that humans will need to
paintings in area wherein their voice and their co-people became heard. It creates the power
and creativity in running process. When personnel can voice approximately their ideas, which
additionally emerge as greater energetic and excite in running. It additionally displays their
enthusiasm and cap potential in paintings, from that it's far less difficult for supervisor can
compare and recollect approximately the merchandising withinside the destiny in the event
that they nonetheless commit for organization. (desklib, 12 May 2021)
At Unilever, they have applied the task culture in their company which has been defined as in
this almost dispersed and mostly expert determined power where each worker tends to
collaborate with others and focus on achieving goals and common business goals. With the
corporate slogan "To add vitality to life", we partly understand the corporate identity of
Unilever. In addition, with the aim of building a sustainable environment, we are always
focusing on the business goal of manufacturing and creating products suitable for consumer
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health or hygiene, but always attaching this with the development of society as environmental
protection, the company also focuses on employee satisfaction at work to create a
comfortable working environment. Because of this attempt, Unilever is one of the most work-
worthy places to work in Vietnam, it also partly shows the leadership style. This strategy was
also created for the design of the Unilever logo.The culture of the task applied at Unilever
and causes a certain influence on the activity which manages activities and the productivity of
the employees, that is to say, an always innovative product, always able to create suitable and
practical products. This is also why Unilever succeeds in terms of performance and success in
employee satisfaction in the workplace. (desklib, 12 May 2021)
10. Discuss change from an organisational learning perspective (B3) Think the
organisational change from organisational learning perspective and provide and explanation
on it .Your findings can be supported through the understanding of characteristics of a
learning organisation
Organizational Learning and Performance Wilcox & Zeithaml (2003) stated that overall
performance and pleasant of an company is primarily based totally on understanding control
and it’s a device to compete in marketplace with competitors. According to Bogner & Bansal
(2007) understanding control has 3 critical additives that have an impact on organizational
overall performance. The capacity of an company to create understanding and to apply this
understanding in an powerful manner comes to a decision organizational fulfilment in phrases
of overall performance (Chen & Mohamed, 2008). Only the ones groups advantage
aggressive benefit on the premise of understanding control who make it their centre
competency (Hoffman et al., 2005). Actually, businesses reap aggressive benefit thru
aggressive benefit as it improves the pleasant of overall performance and their company turns
into greater responsive, bendy and faster for outside surroundings and challenges (Brockman
& Morgan, 2003). The proof from a examine carried out via way of means of Jiménez-
Jiménez & Sanz-Valle (2011) advocate that organizational studying complements the
innovation stage in an company and this consequences in stepped forward commercial
enterprise overall performance.
Subsequent this row of consideration, it seems appropriate to charge the peak of social
control learning because the degree to that the central association build use of the managerial
learning mechanisms (Simon, 2003). At the association stage of psychoanalysis, these are
cleared as planned institutionalized preparations that permit the compilation, examination,
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storing, moreover as distribution of certain information; as well as its use for the event of a
long individual as well as structure presentation (Popper & Lipshitz, 2001). In UNILEVER
regarding six data mechanisms are recognized by which levels of managerial knowledge can
be deliberate. They embrace knowledge compilation, knowledge hoarding, knowledge
Analysis, sketch conclusion, distributing Information, moreover as operation of data.
Organizational traditions were normally as "the deposits of the principles, the irritant
direction, understanding, understanding and customs of thoughts come together from
associations of association as well as for new members" (Simon, 2003). The positive
association flanked by association traditions that supports education furthermore because the
submission of the expressed learning mechanisms was established in an exceedingly not
several experiential studies. At UNILEVER, persons are confronted to pursue objectives,
develop efficiently, and continue equilibrium between their specialised and individual lives.
UNILEVER choose that every person, applying power in addition to fervour to their business
confronts is their strength with greatest quality (Unilever, 2012).
VIII.I. Organizational atmosphere

The sight of associations as untie systems necessitates North American country to concentrate
here to exterior forces which may have an effect on procedures of social control learning
happening among organizations. Presumably, things that are only a fraction of the assumed
"work environment" have probably straight authority on structure info (M Popper., 2000.).
Those issues additionally be is also} typified by manner of two proportions – that is, via
quality mensuration, to boot to through the soundness measure. There are three choices for
measuring quality: the number of problems, their negative aspect and their dissimilarity
(Schein, 2000.)
The constancy measurement is basic, dazzling the degree thereto a selection of problems
inside the work surroundings modifies generally over the occasion. within the structural
chance assumption, Associate in Nursing association’s endurance depends on its well to its
assignment surroundings. structure learning stands for one methodology of organizational
version to ecological restraints; since it permits organizations to clutch the forces of their
surroundings additionally to make the essential internal alter consecutive to manage with
them. encircled by alternative such heaviness, the speeds of ecological amendment also as its
altitude problem are primarily probable to influence procedures of organizational learning. As
explicit in Unilever (Unilever, 2013) in UNILEVER the chain of command is incredibly
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incline, in broad the entire setup is federal, and everyone the materials are to be accounted to
the chief workplace at the side of all the policies additionally to goals are commonplace at the
senior except that the native office level the arrangement is decentralized. each one of
employees allocating at UNILEVER are extremely loyal as they're such as a powerful
learning atmosphere to labour, pay given to them is also very placing along with lots of
chance of development evokes them to labour more. the staff are definitely very content also
as motivated.
Culture of UNILEVER is likewise very vital because it ought to comply with that sort of way
of life that’s very supportive and lets in worker to be bendy and with no hesitation do their
paintings and participate (Unilever, 2021). The similarly an employer’s society is beneficial
of erudition, the advanced the exercising of the studying mechanisms thru that association.
And for UNILEVER to gain their company’s aspiration of doubling-up the mass in their
commercial enterprise on the equal time as plummeting the environmental collision in
addition to developing their effective societal pressure, it's far important that they construct a
numerous in addition to engaged labour pressure in which everybody can make bigger to his
otherwise her complete latent (Peter, 2011. ) The reimbursements of containing a gender-
balanced employer are easy to observe; it assists strength creativity further to innovation,
extends the skills puddle in addition to lets in UNILEVER to higher dish up their numerous
client base. For Unilever the greater complicated the project environment of an association,
the higher the make the most of expertise mechanisms and the greater unbalanced the project
surroundings is of an association, the higher the hire of those studying mechanisms
(Unilever, 2012). In termination, we suggest that managerial studying is viable to be
innovative if the association’s studying units are entrenched in a civilization of education.
Numerous, if now no longer the majority, institutions can't hold to embody this mixture
(S.B.Sitkin, 2003 )
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11. Analyse the internal and external environments which influence organisational change in
Unilever PLC (C1) You need to conduct the situational analysis by identifying external
factors and internal factors which influence organisational change. Use the PETELE or
STEEPLE analysis.
IX.I PESTEL ANALYSIS

Political Factors
The political panorama influences Unilever’s overall performance. This segment of
the PESTEL/PESTLE evaluation identifies the effect of governments on corporations’
far off or macro-surroundings. The following political outside elements are sizeable in
Unilever’s customer items commercial enterprise:
 Political balance of maximum international locations (possibility)

 Political problems withinside the European Union (danger)
 Growing unfastened alternate relations (possibility)
The political balance of maximum international locations affords possibility for

Unilever to develop in those markets. For example, the political balance of the US
enables reduce demanding situations withinside the employer’s strategic
implementations withinside the country. On the opposite hand, the political problems
withinside the European Union are a capacity danger towards Unilever’s operations
withinside the region’s customer items marketplace. Nonetheless, the employer has
possibility for international boom primarily based totally at the increasing unfastened
alternate relations, specifically the ones related to growing international locations.
Based at the political outside elements on this segment of the PESTEL/PESTLE
evaluation, there are possibilities commonly to be had withinside the marketplace,
even though Unilever ought to cope with the demanding situations connected to the
political circumstance of the European Union.
Economic Factors
Unilever’s commercial enterprise overall performance relies upon at the state of
affairs of economies across the world. This segment of the PESTEL/PESTLE
evaluation outlines the have an impact on of financial situations on corporations and
their far off or macro-surroundings. The following financial outside elements are
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determinants of Unilever’s overall performance withinside the customer items
industry:
 Increasing wages in growing international locations (possibility & danger)

 High boom of growing international locations (possibility)
 Economic balance of evolved international locations (possibility)
The growing wages in growing international locations gift the possibility for Unilever
to earnings extra from better capacity income, as clients benefit better disposable
earning. However, the identical outside component is a danger in phrases of growing
costs, thinking about that the employer has many production centers positioned in
growing regions. Nonetheless, Unilever can assume commercial enterprise boom, as
those international locations develop in phrases of customer items marketplace length
and value. For example, China affords primary boom possibility for the employer.
Moreover, the financial balance of evolved international locations cushions the
commercial enterprise from dangers in different markets, even as facilitating sluggish
however regular boom. Thus, this segment of the PESTEL/PESTLE evaluation of
Unilever highlights possibilities for international boom.
Social/Sociocultural Factors
Sociocultural tendencies and problems have an effect on Unilever’s commercial
enterprise overall performance and the far off or macro-surroundings. The socially
pushed behavioural component of markets is taken into consideration on this segment
of the PESTEL/PESTLE evaluation. The sociocultural outside elements sizeable in
Unilever’s customer items commercial enterprise are as follows:
 Rising fitness consciousness (possibility)

 Rising environmentalist behaviours (possibility)
 Gradual dismantling of the gender divide (possibility)
Unilever can develop thru merchandise that immediately cope with clients’ growing
hobby in healthy merchandise. In addition, growing environmentalist behaviours gift
an possibility for the employer to draw extra clients via way of means of enhancing its
environmental effect. For example, Unilever can reduce its strength intake via way of
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means of adopting new and extra strength-green technology. Also, the employer can
develop thru better income primarily based totally on enhancing earning amongst
woman clients worldwide. The outside elements on this segment of Unilever’s
PESTEL/PESTLE evaluation display the significance of product innovation in
developing the customer items commercial enterprise.
Technological Factors
Unilever relies upon on to be had technology to help its customer items commercial
enterprise. This segment of the PESTEL/PESTLE evaluation identifies the effect of
technological tendencies on corporations and their far off or macro-surroundings. In
Unilever’s case, the subsequent technological outside elements are sizeable:
 Rising commercial enterprise automation (possibility & danger)

 Rising R&D investments (danger)
 Decreasing fee of transportation primarily based totally on technological efficiencies
(possibility & danger)
Rising commercial enterprise automation is a possibility for Unilever to growth

operational efficiency. For example, new commercial enterprise processing system
can decorate stock tracking to help deliver chain and distribution efficiencies (Read:
Unilever’s Operations Management). However, the identical technological outside
component is a danger as it will increase the competitiveness of different
corporations, inclusive of small ones in nearby markets. On the opposite hand,
growing studies and development (R&D) investments threaten Unilever as it
additionally will increase the aggressive benefit of different corporations withinside
the customer items industry. Nonetheless, the lowering fee of transportation ends in
decrease running costs, which make contributions to commercial enterprise boom.
Still, the lowering fee of transportation is a danger as it contributes to the
competitiveness of different corporations. This segment of the PESTEL/PESTLE
evaluation of Unilever highlights boom possibilities and aggressive threats primarily
based totally on technological tendencies withinside the far off or macro-
surroundings.
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Ecological/Environmental Factors
Ecological tendencies and situations have an impact on Unilever’s far off or macro-
surroundings. The consequences of the herbal surroundings and associated problems
are taken into consideration on this segment of the PESTEL/PESTLE evaluation. The
following ecological outside elements drastically have an effect on Unilever’s
customer items commercial enterprise:
 Rising hobby in commercial enterprise environmentalism (possibility)

 Increasing commercial enterprise efforts on sustainability (possibility)
 Increasing complexity of environmental packages (possibility)
The growing hobby in commercial enterprise environmentalism is an possibility for

Unilever to enhance its environmental packages to draw clients involved
approximately the surroundings. In relation, the employer can decorate its
sustainability packages to bolster its competitiveness towards different corporations
withinside the customer items industry. Unilever’s company social duty method ought
to efficaciously enforce those packages at some stage in the employer. For example,
the method ought to remember product innovation and inner commercial enterprise
procedures to in addition lessen commercial enterprise environmental effect. These
efforts ought to additionally help Unilever’s capacity to meet more and more more
complicated environmental packages. Such outside component is an possibility for the
employer to enhance its aggressive benefit thru company duty. Based at the
circumstance of the far off or macro-surroundings proven on this segment of
Unilever’s PESTEL/PESTLE evaluation, there are possibilities to enhance
commercial enterprise overall performance via way of means of making the employer
extra environmentally sustainable.
Legal Factors Facing

Unilever ought to fulfil policies to reduce limitations to its customer items
commercial enterprise. This segment of the PESTEL/PESTLE evaluation determines
the effect of prison structures on corporations’ far off or macro-surroundings.
Unilever ought to fulfil the problems primarily based totally on the subsequent prison
outside elements:
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 Increasing complexity of environmental policies (possibility)
 Strengthening worldwide patent legal guidelines (possibility)
 Strengthening customer rights legal guidelines (possibility)
Unilever has an possibility to decorate its company photo via way of means of
matching the employer’s company social duty method with environmental policies. In
addition, strengthening worldwide patent legal guidelines can facilitate the employer’s
boom. For example, new patent legal guidelines in growing international locations
assist lessen patent-associated problems Unilever reviews in its far off or macro-
surroundings. Furthermore, more potent customer rights legal guidelines create an
possibility for the employer to enhance its customer-provider best, in conjunction with
product best standards. These efforts can growth the splendour of Unilever’s
manufacturers withinside the customer items marketplace. The outside elements on
this segment of the PESTEL/PESTLE evaluation of Unilever imply the blessings of
enhancing prison structures worldwide.
Secondly you are required to conduct internal analysis (SWOT, TOWS) to find
internal reasons for change in case organisation
IX.II. SWOT ANALYSIS

Unilever is a main purchaser items commercial enterprise withinside the worldwide
market. A SWOT evaluation of the employer highlights commercial enterprise
strengths that make certain long-time period success. The SWOT Analysis version
identifies the applicable strengths and weaknesses (inner strategic elements) and the
possibilities and threats (outside strategic elements). Unilever’s SWOT evaluation
suggests widespread possibilities that the employer can use for in addition global
boom and expansion. The commercial enterprise is in a sturdy role to face up to the
threats in its outside environment. However, Unilever need to recollect all the
elements mentioned on this SWOT evaluation to manual strategic method for
worldwide operations. (KISSINGER, FEBRUARY 21, 2017)
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As a example, a shelf in Kaufland grocery store, presentations merchandise offered as
Axe, one in all Unilever’s brands. A SWOT evaluation of Unilever suggests
diversification as a manner to develop the customer items business.
Strengths
Unilever’s organizational and enterprise strengths are diagnosed on this phase of the
SWOT analysis. Strengths are inner strategic elements primarily based totally at the
company’s conditions, together with human resources, manufacturing processes,
organizational shape and investments. The following strengths are big in Unilever’s
customer items enterprise: (KISSINGER, FEBRUARY 21, 2017)
 Strong brands Broad
 product combine
 Economies of scale
 sturdy world market presence
Unilever has some of the strongest brands of the consumer goods industry. Through
years of international expansion, the company has also increased its presence in the
market, which is a strength that enhances the brand's popularity. The internal strategic
factors in this section of Unilever's SWOT analysis reveal strengths the company can
leverage to sustain global growth and market success. consumer goods market.
(KISSINGER, FEBRUARY 21, 2017)
Weaknesses
Despite its strong market position, Unilever has weaknesses that limit its growth
potential. This section of the SWOT analysis presents the internal strategic factors
that are barriers to organizational and business development. Unilever needs to
address the following weaknesses: Counterfeit products Limited business
diversification Dependence on retailers One of Unilever's weaknesses is the
imitability of its products. For example, although the company invests heavily in its
product development processes, other companies may imitate Dove and Rexona
products. Additionally, despite its broad product mix, Unilever is weak due to limited
diversification into non-consumer goods companies. Moreover, the company lacks
direct strong influence on consumers, considering that retailers are the ones who
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directly affect buyers. Thus, based on the internal strategic factors in this section of
the SWOT analysis of Unilever, the weaknesses emphasize the importance of
diversification, innovation, and enhanced marketing efforts.
Opportunities
Unilever have to take benefit of increase possibilities in purchaser items markets
across the world. This segment of the SWOT evaluation determines such possibilities
or outside strategic elements which could facilitate commercial enterprise
improvement. The following possibilities are sizeable in Unilever’s outside
environment:
 Business diversification
 Product innovation for fitness
 Business enhancement for environmental conservation
 Market improvement
Unilever has possibilities to diversify via way of means of getting into groups out of
doors the purchaser items industry. Diversification reduces marketplace-primarily
based totally dangers and improves commercial enterprise resilience. On the opposite
hand, product innovation can boom Unilever’s product elegance via way of means of
addressing the desires of more and more more fitness-aware clients. Similarly, the
organisation has an possibility to make its commercial enterprise greater sustainable
and environmentally pleasant to draw and hold environmentally aware clients. In
addition, marketplace improvement can develop Unilever’s commercial enterprise via
way of means of growing sales from the sale of its modern-day merchandise in new
marketplace segments. For example, the organisation can marketplace its Lipton
merchandise as fitness beverages for clients with unique diets. The outside strategic
elements on this segment of Unilever’s SWOT evaluation factor to important
possibilities to develop the commercial enterprise regardless of its weaknesses.
(GREGORY, MARCH 25, 2017)
Threats
A sort of outside elements can restrict or lessen Unilever’s commercial enterprise
performance. The SWOT Analysis version considers those outside elements as threats
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that the enterprise needs to strategically tackle. The following are the threats
applicable to Unilever’s patron items commercial enterprise:
 Tough aggressive rivalry
 Product imitation
 Increasing recognition of shops’ residence manufacturers
Unilever faces hard competition, that is a danger primarily based totally at the
strengths of different corporations withinside the industry. Competitors threaten to
lessen the enterprise’s marketplace proportion and corresponding economic
performance. Product imitation is likewise a primary danger towards Unilever. For
example, neighborhood corporations can increase merchandise pretty much like
Unilever’s. Also, shops impose a danger with the aid of using promoting their
personal manufacturers. These manufacturers are referred to as residence
manufacturers, keep manufacturers or prevalent manufacturers. For example, Costco
makes use of Kirkland Signature as a residence brand, and Walmart has its personal
residence manufacturers that without delay compete towards Unilever’s merchandise.
Based at the outside strategic elements on this segment of the SWOT evaluation of
Unilever, techniques need to recognition on enhancing the enterprise’s aggressive
advantage. (GREGORY, MARCH 25, 2017)
 Conduct stakeholder analysis through power-interest matrix and identify the

stakeholder who are interested or effect from different change. Use different change
situations from the selected organisation
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12. Discuss, in consultation with others, how change transition is designed by strategic
leaders and managers (C2)
The bulk of proposals for what exactly leaders should do in terms of change preparation and
execution resort to the concept of the change process containing the three steps of
"unfreezing, moving, and refreezing" (D. M. .Herold Fedor, D. B., Caldwell, S. and Liu,,
2008)
As a result, academic scholars and researchers have concentrated on the importance of
change execution techniques, which influence employee feelings and behaviour in the context
of change. Despite the fact that the change process has been hypothesized in a variety of
ways, how leaders engage and care for their people is a common validation of individuals'
responses to organizational change. As a result, in recent years, this component has gotten
more attention and consideration. (D. M. .Herold Fedor, D. B., Caldwell, S. and Liu,, 2008).
Human resources department is expected to follow the following guidelines as a strategic
leader while change transition:
1) Modifying the organizational structure contains the following:
 Organization design optimization.
 Business process transformation,
2) Information system, decision-making system management.
 Support for the manpower that has been released.
3) Talent coordination and adaption
The term "management system" (human assets) connotes solutions in the areas listed below:
 Promotion to important management roles
 Transfer to equivalent (grade) levels
We need to collaborate with others — NGOs, entrepreneurs, consumers, users, supplier,
authorities and regulators, and even other businesses through trade associations – to truly
make a difference. Through our Multi-Stakeholder model, we identified the essential
stakeholders who are critical to our future success. (Unilever, 2021) Conduct an annual
materiality evaluation to learn what matters to them. This helps determine where engagement,
advocacy, and collaboration efforts should be focused, as well as how Unilever's policy and
reports should evolve. (Unilever, 2021)
Unilever PLPC interacts with a wide range of stakeholders on a daily basis in order to engage
with them. Unilever PLC do not support or fund political parties, candidates or groups that
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promote party interests. In the organization employees may offer support and contributions to
political groups in a personal capacity. No political contributions were made in 2020 and
publish this position in Annual Report and Accounts. Unilever is registered in the
Transparency Register of the European Union. They have complied with the US Lobbying
Disclosure Act (LDA) This may involve a 'cooling off' period where an employee is
restricted from contacting previous colleagues. Unilever has a Code Policy on Avoiding
Conflicts of Interest.
Unilever has partnered up to develop on-the-ground programs to help businesses fulfil their
social missions. Their collaboration with NGOs is critical to achieving the social change they
desire. They achieve scalability by utilizing new business models, digital technologies, and
outside capital (Unilever, 2021). When it comes to the supplier side, we work with thousands
of suppliers on a daily basis who help us achieve success in the nations where our products
are offered. Through the Partner with Purpose program, Unilever also collaborates with
important suppliers. Innovating innovative goods and solutions by combining expertise.
(Unilever, 2021)
The primary difficulty for managers at the time was to strike a balance between global
integration and local responsiveness in reaction to external challenges. The process of
developing a model for what type of organization could achieve the best balance resulted in a
variety of labels. The similarities between these models have been the topic of subsequent IB
studies (e.g., Westney & Zaheer, 2009), and these are well-known enough to simply warrant
a brief review here. The evolving worldwide economy was increasing demands to make it
more efficient through a division of labor among country branches, which were the main unit
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of the organizational design, for all of the models. To coordinate network roles and resource
flows, Unilever headquarters worked with horizontal networks of country and/or regional,
product, and functional managers.
13. Critically evaluate ways in which strategic management enabled the conditions for
organisational change in a given context (C3)
Over 2.5 billion people utilize Unilever PLC's products across the world. The company's
ability to maintain the top human resources has been credited with its continuous expansion
and profitability. This study examines how Unilever's human resource management has aided
the company's overall success. (peachyessay, 2018) Human Resource functions and purposes,
according to the current situation, are the art of managing a company's workforce or
employees in a way that helps the organization achieve its objectives. Almost every business
or organization is made up of a group of people who help with the day-to-day tasks that keep
the business or organization running. As a result, the primary role of human resources is to
facilitate the daily tasks that are required to keep a business running (Delery and Gupta,
2016). With this function comes a slew of responsibilities that said employees, who are part
of a company's human resource, must do to the best of their abilities in order to keep the firm
moving forward. For a company's or organization's progress to be consistent and in line with
its aims and objectives, each employee's actions must be directed toward upholding the
established code of ethics and providing the necessary input to generate productivity. As a
result, human resources require constant monitoring and management, and a company's
business model must include a unit that accounts for and controls human resources in order to
match with the company's strategic strategy and promote growth. (peachyessay, 2018)
Human resource management's role is to expressly manage how a firm acquires and allocates
duties to each person or team, as other departments in a corporation or organization do.
Overtly, the Human Resource Management Office's purpose is to staff and teach or inspire
employees to work toward achieving a company's goals and objectives by following the
company's rules as well as the sustainability and demands of specialized abilities and talents.
As a result, the HR manager is responsible for not just identifying people who can contribute
the most value to a firm, but also developing and pooling the organization's most talented
personnel to help it position itself for the future. As a result, another job of the human
resource department is employee retention, which involves a variety of methods and
investments in each individual employee's well-being (Papa, Dezi, Gregori, Mueller, and
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Miglietta, 2018). The department must guarantee that there are procedures in place that
encourage employees to stay with the company because of the benefits of working there, but
in a controlled and sustainable way that allows for the company's long-term growth (Jabbour
and de Sousa Jabbour, 2019).
Any staff who are leaving should be informed well in advance, and any transitions or
replacements should be planned accordingly. It is the task of human resource management to
guarantee that a suitable candidate for the job is in mind in case of any other requirement to
replace an employee due to a termination or an emergency by a vital figure in the firm. As a
result, the most important benefit of the HR planning process is that it ensures that trained
personnel is available at all times. As a result, the company's productivity and growth will be
more sustained, which, depending on other conditions, may result in beneficial outcomes for
the company. Unilever has stated that one of the most important duties of its HR department
is to find and pool the capabilities of people who enable the company to innovate. The
remark implies that the HR department is a part of the overall company's strategic strategy,
and its duty is to ensure a balanced supply of competent and inventive personnel (Unilever
global company website, 2020). The organization must seek to hire or train employees with
skills that are not only extraordinary but also adhere to the company's unique criteria during
the planning phase.
The selection and recruiting of personnel is another important function for the human
resource department. While the selection and recruitment process is a component of the HR
planning process, it is a vigorous activity that operates independently even inside the
department. The selection and recruiting process, particularly for a multinational firm like
Unilever, follows certain important aspects that make selection and recruitment viable and
trustworthy. Because the entire exercise is a process, it is critical to examine the actions that
the HR department must take to guarantee that the exercise is credible. One, the organization
must design a recruitment policy, which can be done solely by the department or in
collaboration with all other departments. (peachyessay, 2018) The strategy ensures that the
company has a solid and stable base on which to build its ideals for recruiting and selecting
the best individuals. In an ideal world, a firm's needs for different job descriptions would be
diverse, but the recruitment policy is the foundation upon which the organization establishes
the core requirements during the process. Because the hr department is the most appropriate
department to create the policy, the department's head must be a person who is similarly
imaginative, energetic, and accomplished in his or her career. Unilever, for example, has
Page 63 of 84
strict regulations on recruitment, particularly in terms of the skill level required to fill open
jobs inside the organization.
Nevertheless, in most of its businesses, urgent HR must ensure that the process is in line with
the needs of the post, thus Unilever has a policy of first analysing a job vacancy and
developing a guide to the requirements before looking for a candidate. After the company has
posted a completely defined job description for the position, and its strategic advertisement of
the openings helps to capture the top people in the world who are suitable for this role, the
selecting process begins. In essence, the company's reputation has helped it recruit very
renowned and capable leaders to the roles it has advertised throughout the years.
Another important job, and one of the most practical ways to improve employee training and
development while they are still part of the firm. In other words, the buck does not stop with
the hiring of personnel; the human resource department must continue to invest time and
money in developing and training individuals to polish their talents, particularly interpersonal
skills. Employee training is a crucial prerequisite for a company that wants to have a pool of
talented and skilled people working for it in the future. The primary reason for the importance
of training and development is that it improves employee satisfaction, which leads to a higher
staff retention rate. As a result, companies like Unilever must have a program in place to
ensure that their search for competent and highly inventive personnel is not in vain. As a
result, the company employs and teaches such employees, and in the process, it is able to find
talented and skilled employees who can be groomed for leadership roles. The company is
keen on emphasizing its dedication to training and development, which aids in the growth of
a team of competent and innovative individuals who have contributed to the company's long-
term success. Unilever's commitment in workforce development is part of a long-term
strategy plan that has resulted in the international company's rapid expansion over the years
(Reitsma, 2001).
14. Evaluate the importance of employee engagement to organisational change (C4)
Employee engagement
For the first time following the merger, there may be a staff outflow, although this is not
always a negative process. Employees who do not support the new owner or do not fit into
the new organization's values framework may be fired. However, the professionalism of
important staff is critical to the profitability and stability of a corporation (for example highly
Page 64 of 84
qualified technologist or efficient seller). Typically, during integration, management would
separate employees into numerous categories:
 Key workers who will be required to ensure effective performance after the merger
 Employees who will not be required within the consolidated structure but should be
retained for the duration of the merger.
 Employees who are opinion leaders or "opinion shapers"
All these categories should be polled to determine how to identify such employees and build
action plans for each. If employee retention is a goal, a clear grasp of employee motivation
and retention is required. After the activities to retain important personnel have been
completed, a firing procedure should be considered. Respect for both current and departing
employees can assist retain their loyalty and serve as possible business partners. Dismissal
compensation, temporary exemptions, and support in finding new job are the best long-term
strategies.
Employee Voice
Employee voice is frequently characterized as allowing workers to freely share their
thoughts, opinions, and viewpoints without fear of social or professional repercussions. This
implies that workers may use their comments to influence workplace decisions. Leaders that
have influence act in response to employee feedback. The activity might be a new way of
finishing work, adopting ideas and creative work procedures, strengthening the company's
culture, or resolving issue areas (Achievers, 2021).
Showcase Higher Purpose through Creating Transformational Change While outside
engagement is a essential factor of transitioning to a sustainable business, it's also key to
constructing credibility and legitimacy, and therefore pleasure and identification, with
personnel. Unilever set audacious goals and made them public, so it's miles incumbent at the
organization to speak development and encourage personnel to supply them.
Leading sustainability corporations have any other factor in common: they need to make a
larger effect through influencing and operating with different corporations, whether or not of
their cost chain or amongst competition. Doing this fosters a experience of solidarity amongst
personnel due to the fact they see that accomplishing sustainability isn't always pretty much
themselves, or maybe their very own organization, however as an alternative a societal
trouble with worldwide implications, all of which evokes them to enrol in.
Page 65 of 84
To assist address deforestation, for example, Unilever and Tesco led the worldwide
Consumer Goods Forum—an enterprise community of approximately four hundred retailers,
manufacturers, and carrier carriers with a mixed turnover of €2, five trillion—to announce a
moratorium on deforestation. This laid the foundation for the formation of the Tropical Forest
Alliance—a broader worldwide umbrella partnership bringing collectively governments, the
non-public sector, and civil society organizations—which released its dedication to get rid of
deforestation withinside the palm oil, beef, soy, and pulp and paper industries. The paintings
of those coalitions culminated in 2014 withinside the UN’s New York Declaration on Forests,
which pledged to give up worldwide wooded area loss through 2030.
Achieving those commitments calls for corporations to innovate new methods of doing
business. Unilever, for example, has shared the era it advanced to create compressed
deodorant cans with a decrease environmental footprint through making it to be had to its
competition via open sourcing. Similarly, the organization has commenced crowdsourcing
sustainability thoughts from customers via its Foundry IDEAS platform. This openness
creates profound cultural shifts in the company and facilitates to unite personnel across the
better social purpose.
Conclusion
Page 66 of 84
Unilever a British-Dutch multinational consumer goods company, manufactures food,
beverages, cleaning agents and personal care products. Unilever owns over 400 brands
amongst the largest selling in all over the world. This mission statement emphasizes how the
company satisfies customers in various aspects of their lives. The analysis of Unilever's
business operations will be based on Lewin's force field model. This model reflects that
change occurs as a result of management discontent with current company tactics.
According to the selected change management perspectives of the Unilever PLC, change can
be managed and achieved through the establishment of plans, as well as opposition to change.
Unilever is reorganizing by choosing the Netherlands over the UK as its single headquarters
during the Brexit process. As a result, Unilever has established a management structure that
allows them to make decisions faster and respond more flexibly to external challenges.
Unilever is one of the most work-worthy places to work. With the corporate slogan "To add
vitality to life", we partly understand the corporate identity of Unilever. The company also
focuses on employee satisfaction at work to create a comfortable working environment.
The capacity of a company to create understanding and apply this understanding in powerful
manner comes to a decision organizational fulfilment in phrases of overall performance. Only
the ones groups advantage aggressive benefit on the premise of understanding control who
make it their centre competency. UNILEVER choose that every person, applying power in
addition to fervour to their business confronts is their strength with greatest quality. The sight
of associations as untie systems necessitates
Page 67 of 84
List of references
 Anon., n.d. s.l.: s.n.
 Anon., n.d. /www.nibusinessinfo.co.uk. [Online]
Available at: https://www.nibusinessinfo.co.uk/content/types-organisational-
change
[Accessed 11 01 2022].
 ARSALAN, 2019. academic-master.com. [Online]
Available at: https://academic-master.com/unilever-case-study-unilevers-2020-
stretch-goal/
[Accessed 26 1 2021].
 bartleby, 2021. www.bartleby.com. [Online]
Available at: https://www.bartleby.com/essay/Introduction-to-Unilever-
F32LJ4LK6YYS
[Accessed 07 11 2021].
 D. M. .Herold Fedor, D. B., Caldwell, S. and Liu,, 2008. The effects of
transformational and change leadership on employees’ commitment to a change: A
multilevel study. Journal of Applied Psychology, pp. p. 346-357..
 desklib, 12 May 2021. desklib.com. [Online]
Available at: https://desklib.com/document/the-effect-of-culture-power-and-
politic/
 GICHOBI, L. W., 2021. PROPER CHANGE MANAGEMENT AND ITS EFFECT IN
ELECTRONIC COMMERCE ADOPTION FOR ORGANIZATIONAL GROWTH, s.l.: s.n.
 GREGORY, L., MARCH 25, 2017. panmore.com. [Online]
Available at: http://panmore.com/unilever-organizational-culture-of-performance
Page 68 of 84
[Accessed 30 1 2022].
 KISSINGER, D., FEBRUARY 21, 2017. Unilever’s SWOT Analysis &
Recommendations, s.l.: s.n.
 M Popper., N. K. A. A., 2000.. Leadership developing systems – theory and
applications. Organizational Development in Israel, 2, pp. 22-28., s.l.: s.n.
 peachyessay, 2018. peachyessay.com. [Online]
Available at: https://peachyessay.com/sample-essay/hrm-unilever-context/
[Accessed 28 1 2022].
 Peter, M. S., 2011. . The Beginning of Beginning: Building Sustainable
Organizations and Societies. Society for Organizational Learning, s.l.: s.n.
 Petro, G., 2020. P&G Vs Unilever: What Does Next-Gen Experience
Management Mean For CPG?. [Online]
Available at: https://www.forbes.com/sites/gregpetro/2020/10/09/pg-vs-
unilever-what-does-next-gen-experience-management-mean-for-cpg/?
sh=10de53664540
[Accessed 30 1 2022].
 prosci, n.d. www.prosci.com. [Online]
Available at: https://www.prosci.com/resources/webinars
[Accessed 27 11 2021].
 S.B.Sitkin, 2003 . Learning Through Failure: The Strategy of Small Losses..
Research in Organizational Behavior, Volume 14, p. pp. 231–66..
 Schein, E. H., 2000.. Organizational Culture. American Psychologist, 45, pp.
109–19., s.l.: s.n.
 UKEssays.., November 2018. Strategies adopted by Unilever. [Online]
Available at: https://www.ukessays.com/essays/marketing/new-strategies-
Page 69 of 84
adopted-by-unilever-marketing-essay.php?vref=1
[Accessed 30 January 2022].
 Unilever, 2013. Unilever U.K. Limited Annual Report 2013, s.l.: s.n.
 Unilever, 2012. Unilever U.K. Limited Annual Report 2012, s.l.: s.n.
 Unilever, 2021. Case study Unilever -Towards a new organization, s.l.: s.n.
 Unilever, 2021. www.unilever.com/planet-and-society. [Online]
Available at: https://www.unilever.com/planet-and-society/responsible-
business/engaging-with-stakeholders/
[Accessed 28 1 2022].
 YOUNG, J., 2017. panmore.com. [Online]
Available at: http://panmore.com/unilever-vision-statement-mission-statement-
analysis
[Accessed 07 11 2021].
Page 70 of 84
Section “B”
Page 71 of 84
CONTENT
Section “B”
1. An introduction to the Unilver PLC
2. Description on the organisational change
3. Examine an approach to enabling successful change (D1)
4. Produce justified change management strategy for an organisation (D2)
5. Conclusion
List of references
Page 72 of 84
Slide 01
Name of the programme

Module code and the name
Topic :Plan for successful strategic change …(Name of the Organisation)
Student Name
Pearson ID
1. An introduction to the chosen organisation
 An introduction about the selected organisations change plan should be made
Page 73 of 84
About Unilever Sri Lanka, this is a leading fast-moving consumer goods (FMCG) firm in the
nation, has been voted the No. 1 Most Respected FMCG company in LMD's Most Respected
Entities List in Sri Lanka for 2021, with an overall rating of 10th out of more than 100
companies from various industries. LMD has recognized Unilever the number one FMCG
firm in Sri Lanka for the 16th consecutive year. The company was also voted Sector Winner
in the 'Multinational' and 'Consumer Products' categories, highlighting its strength as a global
powerhouse with deep local roots.
Speaking of Unilever Sri Lanka, it is one of the nation's fastest moving consumer goods
(FMCG) companies. It has also been selected as the No. 1 Most Respected FMCG Company
in LMD's Most Respected Institutions in Sri Lanka for 2021. Moreover, the overall ranking
ranks 10th out of more than 100 companies from various industries. LMD Unilever has been
recognized as the number one FMCG company in Sri Lanka for the 16th consecutive year.
The company was also selected as the Sector Winner in the 'Multinational' and 'Consumer
Product' categories, highlighting its potential as a global power plant with deep local roots.
Page 74 of 84
2. Description on the organisational change
 Provide as explanation on the change situation that you are going to address in the
change plan during the presentation
According to the change management of the selected company, Unilever, the business plans
are to change the promotional techniques as their future plan. Thus Unilever hopes to change
the promotional techniques for their soap market.
Marketing plan should be according to below.
Page 75 of 84
This is expected to be implemented after a six-month survey, and there are many opportunities
in the market to change the product as well as various promotion methods to further enhance
the company's sales revenue. Depending on the circumstances identified, the company may
make the following plans to change and enhance the brand image and for future success of its
operations.
Page 76 of 84
3. Examine an approach to enabling successful change (D1)
 You are required to prepare a change plan for the above-mentioned change situation
and make sure the following mentioned areas covered. The significance of change plan and
the components used in practice also need to be emphasized.
Unilever uses the ADKAR model, which is used to institutionalize the changing techniques in
the soap market. According to this theory, awareness, desire, knowledge, ability and
reinforcement are analysed in 5 ways. It is analysed as follows.
Awareness
 Announce the change to employees well ahead of time

 Explain the reasons why need change
 Explain current status and potential ROI
 Give employees to ask questions and give their suggestions
Page 77 of 84
Desire
 Promotional trainings
 Best performer rewarding scheme
 Employee hidden skill development plan
 New incentive gain
Knowledge
 External trainings regarding new tactics
 Fill the skill gaps
 One to one trainings and coaching
 Offer resources
 Problem cascading system development
Ability
 Employees feedbacks
 Monitor the performance
 Scheduled practices run before the implement of all techniques
 Adjust process
Reinforcement
 Senior level confirmation
 Proper appraisal system
 Use positive feedbacks
 Rewarding and visible recognition
Page 78 of 84
According to the ADKAR analysis above, the implementation time frame is 6 months, and it
will be applied to the above alphabet. During these 6 months, Unilever spends the first 12
weeks identifying their target market and 8 weeks deviating from promotional techniques in
the soap market. Then 4 weeks are set aside to analyse the progress.
Page 79 of 84
4. Produce justified change management strategy for an organisation (D2)
 Provide arguments on the suitability of the selected change strategy mentioned above
and you are free to include any other options that can be recommended. Refer to following
concepts in strengthening your answer
As change agents, Unilever analyses the leadership skills expected of their

management as follows. It segregates three categories as follows.
Top management
 Effective
 Reliability
 Positivity
 Taking risk
 Integrity for people
 Problem-solving & decision making
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Middle management
 Relationship building
 Self-aware
 Taking risk
 Team building
 Dependability
 Decisiveness
Department heads
 Active listening
 Timely communication
 Flexibility
 Taking risk
 Team building
Page 81 of 84
The promotional techniques currently used by Unilever and the supportive evidence
required for this modification are as follows.
Unilever promotional Current Issue Supportive evidence

strategy
1. Advertising Attractiveness, Colorfulness Sponsoring, Event organizing
and informative and campaign
2. Personal Selling Relationship with retailers and collaboration with retailers to
small market operate kiosks for certain
occasions or promotional
events
3.Sales premotions discounts products Discounted products with
bundles and
4. Public relations Corporate image and brand Develop CSR activates and
name enhance brand strength
Here they are assigned their responsibilities and roles as top managers, middle
managers and department heads.
Page 82 of 84
Project Task Person who responsible Why change
Approval for the change for Marketing Director / CEO New market penetr
promotional tactics
Order completion Supervisor and staff To maintain Customer an
satisfaction
Obtain quality product as a supplier Supply chain manager Customer current sati
compared with new
Employee motivation and customer Head of department heads and Employees hidden skills d
satisfaction Merchandising manager and aligned with custome
Budget approval Chief Financial Officer To implement the p
5. Conclusion
Researchers were adapted to thinking differently as a result of the large amount of knowledge
collected from the subject of change management. Based on the experience obtained through
the analysis of the changes that have occurred and are occurring in the organization, this
presentation was able to assess the most recent change that can be presented to the
organization. This multinational company trying to change their promotional tactics through
ADKAR model by empowering organization employees. Management will be able to boost
profitability and sales volume if this change is made.
Page 83 of 84
List of references
 Channon, D.F. and Caldart, A.A., 2015. McKinsey 7S model. Wiley encyclopedia of
management, pp.1-1.
 Anon., 2021. www.essay48.com/. [Online]
Available at: https://www.essay48.com/13891-Unilever-Mckinsey-7s
 Razeen, M., 2017. STRATEGIC MANAGEMENT: UNILEVER, s.l.: s.n.
 YOUNG, J., 2017. http://panmore.com. [Online]
Available at: http://panmore.com/unilever-vision-statement-mission-statement-
analysis#:~:text=Unilever's%20corporate%20vision%20is%20%E2%80%9Cto,on
%20sustainability%2C%20especially%20among%20consumers.
[Accessed 20 1 2022].
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ASSIGNMENT BRIEF

BTEC Level 7 Diploma in Strategic Management and Leadership

Qualification Unit number and title

Pearson BTEC Level 7 Professional

Student name Assessor name

Ms. Hiranthi Rathnayake

Date issued Completion date Submitted on

Assignment title Strategic Change Management

Learner signature: Date:

Unit number and title Unit 2: Strategic Change Management

Qualification Pearson BTEC Level 7 Professional Qualifications in Strategic

Assignment title Strategic Change Management

Purpose of this assignment

Section B (LO D AC D.1, D.2)

The submission of section B should be a 15-minutes individual

General guidance about assessment evidence

Assessment Summary - Criteria and Summative Feedback

Formative Feedback: Assessor to Student

Feedback: Student to Assessor

Student signature Date

1.1.1 Employee responsibilities will be reduced when the corporation restructures

1.1.2 Change for restructuring may be prompted by external pressures

Analysts believe Unilever's announcement was prompted in part by increasing pressure

Strategic change management is a planned technique to making changes happen effectively in

2.1 John P. Kotter’s model

Step 1: Create a sense of urgency

1. Identify the appropriate individuals.

Step 2: Build a Strong Coalition

Step 3: Construct a Change Vision

Step 5: Remove obstacles

Step 6: Achieve Short-Term Success

Step 7: Build on the Progress

Step 8: Ensure the Changes in Corporate Culture are Permanent

Table 01: Merit and faults of 8 Steps

McKinsey's 7s model is a device that investigates an association's authoritative plan by seeing

Changing consumer demands

Flexibility and adaptability

Internal team dynamics [department specific]

Centralization vs. decentralization

V.2 Middle management involvement

An organizational structure is a type of labour division in which managerial decisions are

5.2 Organizational excellence Innovation and company growth

V.2.1 Top level management

V.2.2 Middle level management

Transformational change entails significant shifts in internal functions, culture, and

Proactive Organizational Changes

Organizational wide change

Merging with Inmarko : Unilever is a multinational company. Inmarko is also a

8. Discuss change from an organisational culture perspective (B1)

8.1.1. Clan culture

8.1.2 Market culture

VI.I. Structures and Practices in Culture, Leadership, and Human Resource

The growth of Unilever's organizational culture is aided by leadership. Human resource

VIII.I. Organizational atmosphere

IX.I PESTEL ANALYSIS

 Political balance of maximum international locations (possibility)

The political balance of maximum international locations affords possibility for

 Increasing wages in growing international locations (possibility & danger)

 Rising fitness consciousness (possibility)

 Rising commercial enterprise automation (possibility & danger)

Rising commercial enterprise automation is a possibility for Unilever to growth

 Rising hobby in commercial enterprise environmentalism (possibility)

The growing hobby in commercial enterprise environmentalism is an possibility for