CMI Unit 705 Leading Strategic Change Assignment
Don’t Leave it to Chance - Make Your CMI Unit 705 Leading Strategic Change Assignment Certain
Success in CMI Unit 705 Leading Strategic Change comes from being clear, structured, and focused on leadership in times of change. This unit is designed to test how well you understand the role of a leader when guiding an organisation through complex shifts, whether that is a new strategy, new systems, or a cultural transformation. To achieve certainty in your assignment, you must show that you can apply recognised change models to real organisational situations, demonstrate how leaders influence people during change, and evaluate the challenges that often appear.
Instead of leaving your work to chance, make it certain by connecting theory directly to practice, using examples that prove your points, and writing in a way that meets the assessment requirements. A well-planned and carefully written submission will not only show your knowledge of strategic change but also highlight your ability to think like a leader who can guide others through uncertainty. This is what ensures that your Unit 705 assignment stands out and meets CMI’s high standards.
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Our writers always make sure the content is easy to follow, well-organised, and directly related to the learning outcomes of Unit 705. Every section is written with care to meet the assessment criteria, from introducing the importance of leading change, to analysing different models and approaches, and finally linking theory to real workplace practice. The sample also highlights the academic standard you should aim for, while keeping the writing style clear and professional.
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Sample of CMI Unit 705
1.1 Discuss the scope, context and drivers for organisational change
Scope
According to a study conducted by Ahammad, Glaister, and Gomes, (2020), organisational change refers to changes across an entire organisation encompassing structures, processes, strategies, culture and leadership. Ali and Anwar, (2021) have further stated that these may involve restructuring departments or teams for optimal collaboration and efficiency. Avolio, and Gardner, (2005); Barr, and Campbell, (2011) have also argued that Structural adjustments might include changing reporting lines for improved collaboration. Moreover, as per the study of Bateh, Castaneda, and Farah (2013), process changes involve the implementation of new workflows, technologies or systems in order to enhance operations and increase productivity; while strategic changes focus on adapting an organisation`s mission and core strategies to adapt with changing market conditions or take advantage of opportunities as they arise. Cultural changes involve altering organisational values, norms and behaviours to encourage innovation, collaboration and employee engagement (Bouhali et al., 2015). Furthermore, leadership changes such as hiring new leaders or altering styles could occur to facilitate this transformational shift effectively (Bogers et al., 2019).
Organisational change encompasses an expansive spectrum, not limited to just those aspects previously outlined. Change can involve shifting communication channels and practices, employee roles and responsibilities, performance management systems and physical workspace. Avolio, and Gardner, (2005); Barr, and Campbell, (2011) have stated further that it includes changes that enhance information flow and collaboration through the implementation of new communication tools or regular feedback mechanisms; changing employee roles may involve restructuring job functions or creating cross-functional teams for agility and innovation purposes; etc. (Ahammad, Glaister, and Gomes, 2020).
Performance management systems can be altered to emphasise outcomes and continual development rather than traditional annual evaluations, and organisations may transition their physical space by adding open office layouts or remote work options in order to accommodate changing work patterns while improving employee wellbeing (Bouhali et al., 2015).
Context
Corbett and Spinello, (2020); Covey (2008); Denis, Langley, and Rouleau, (2010) have argued that change within an organisation can be driven both internally and externally, with various factors both driving change. Internally, organisations may initiate change to increase efficiency, cut costs, address poor performance or manage growth or downsizing more successfully (Guzmán et al., 2020). For instance by restructuring operations to eliminate redundancies and maximise resource allocation, while external factors include changes to market dynamics, regulations or technological advances as well as customer preferences or competitive pressures that influence organisational changes (Bouhali et al., 2015; Fuertes et al., 2020).
Manufacturers need to adapt quickly to changing market trends, comply with regulatory requirements or embrace emerging technologies to remain competitive in an ever-evolving global economy (Guzmán et al., 2020). Changes to trade policies or geopolitical tensions could require them to evaluate supply chain strategies as a result. For instance, manufacturing firms could potentially need to reevaluate supply chains due to trade policy shifts or political tensions which necessitate revision (Guzmán et al., 2020).
Drivers
Gallardo-Gallardo, Thunnissen, and Scullion, (2020) have researched and stated, organisations undertake change initiatives due to various drivers that force them to adapt and transform. Market dynamics play a key role, as organisations need to respond to customer preferences shifting due to customer acquisition or disruption by new markets or disruptive technologies; failing to adapt can result in loss of market share or competitive disadvantage (Guzmán et al., 2020). Financial performance also contributes (Bouhali et al., 2015). Organisations may initiate change initiatives to boost profitability or manage declining revenues while mitigating cost pressures.
Corbett and Spinello, (2020); Covey (2008); Denis, Langley, and Rouleau, (2010), organisational growth or decline may necessitate change as well, necessitating structural adjustments to support its scalability; expanding teams or creating new divisions may need to occur for rapid expansion, while decline may necessitate restructuring efforts to stabilise and recover profitability. Technological advancements also play a pivotal role as businesses needing to stay relevant must embrace new technologies or undergo digital transformation initiatives such as automation implementation, data analytics implementation or AI implementation to capitalise on emerging opportunities (Gallardo-Gallardo, Thunnissen, and Scullion, 2020). Thus, further necessitate organisational change reflecting its dynamic business environment (Bouhali et al., 2015). Hence, the drivers behind organisational change vary and often interdependency due to the nature of modern businesses themselves and business environment dynamics (Guzmán et al., 2020).
1.2 Critically appraise the complexities of leading strategic change
According to the study conducted by Henry (2021); Jaleha, and Machuki, (2018), leading strategic change within an organisation is an intricate endeavor requiring careful planning, effective communication and strong leadership as well as the skills to navigate resistance and uncertainty. Following are some of the complexities associated with leading such change:
Organisational Culture
Ketchen Jr, and Craighead, (2020); Kotter (2012) have further argued that leading strategic change requires leaders to navigate an intricate ecosystem within which is embedded an existing organisational culture characterised by shared beliefs, values and norms that shape employee behaviors and attitudes. Moreover, Kozcu, and ÖZMEN, (2021) have studied and stated that change disrupts this familiar way of working for some employees and they often become resistant. Overcoming resistance requires leaders to address concerns, build trust among workers throughout their change journey as well as actively involve all staff throughout the transition period (Judge, and Bono, 2000). It requires having an in-depth knowledge of existing cultures along with aligning desired changes with organisational values and purposes - something leaders often need help doing (Kuknor and Bhattacharya, 2022; Ludlow, Bosworth, and Marion, 2023).
Uncertainty
Change initiatives often introduce uncertainty and ambiguity that is hard for employees to navigate through, creating anxiety around how it will impact those regarding roles, security and future prospects. Leaders should communicate openly about changes while setting realistic expectations as well as providing mechanisms for addressing concerns quickly and providing support mechanisms where needed. Successful change leaders aim to address uncertainties proactively by offering timely updates while creating a sense of stability amid disruptions caused by change.
Interdependencies
Strategic change initiatives typically encompass numerous interlocking elements, including modifications in processes, structures, systems and people (Kuknor and Bhattacharya, 2022; Ludlow, Bosworth, and Maryon, 2023). Their interdependence adds layers of complexity to the change process; leaders must gain a holistic view of all organisation systems and processes to identify bottlenecks, dependencies and unintended consequences as early as possible in the change effort. This further ensures that changes do not negatively affect other areas while aligning all aspects cohesively within one effort.
Leadership Management
Leading strategic change requires strong leadership abilities. Leaders of this process must effectively communicate the vision to employees while rallying support from key stakeholders; all the while building coalitions, garnering buy-in, managing expectations and fulfilling diverse interests and expectations of diverse constituents (Schein and Schein, 2017). Stakeholder Management becomes particularly complex when encountering resistance from powerful individuals or groups who oppose change. To effectively navigate politics, resolve any potential conflicts that arise and ensure all constituents feel involved throughout this change process (Kuknor and Bhattacharya, 2022; Ledlow, Bosworth, and Maryon, 2023).
Strategic Implementation
Leading strategic change successfully requires aligning change initiatives with the overall direction of an organisation’s strategic direction, taking into account external influences such as market trends and customer demands, while simultaneously making sure change efforts align with long-term organisational goals (Kuknor and Bhattacharya, 2022; Ledlow, Bosworth, and Maryon, 2023). Furthermore, successful implementation requires careful planning, resource allocation and monitoring progress. Leaders must also balance agility with control for accountability purposes.
Exhaustion by change efforts
Change initiatives require sustained efforts over an extended period, yet organisations and individuals may experience change fatigue; when employees or individuals become exhausted by change efforts (Oreg and Berson, 2019). Leaders must recognise this potential risk and take measures to address it by celebrating milestones, providing the best and rejuvenation breaks, as well as making sure their change initiative runs at an efficient pace with adequate resources provided to support it.
Communication for Strategic Change Initiatives
According to the research conducted by Lewis (2016), communication is at the core of leading strategic change initiatives; however, effective dissemination can be complex and involves crafting clear messages to spread throughout an organisation, appealing to various stakeholder audiences while meeting individual audience preferences and needs (Kuknor and Bhattacharya, 2022; Ledlow, Bosworth, and Maryon, 2023; Gallardo-Gallardo, Thunnissen, and Scullion, 2020). Leaders must ensure messages flow throughout consistently as far as possible without misinterpretation or inconsistent understanding (Lindgreen et al., 2018).
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