Delta Pacific Company Leading Change Strategic plan

The DPC has been enjoying the vast market brought about by the high quality of its products. This has been overturned by the advent of better quality and less expensive products produced oversees. This has revealed that for the Company to continue performing, it should come out of its traditional ways of operations and adopt the knowledge-based business model. After implementing this strategy, there still lies another problem. The problem is the organizational behavior. They must be honest and sincere when implementing this cultural change so that their subjects, in this case the salespersons can see passion in them (Gleesen, 2016). This is kind of mindset is a critical stride towards achieving change in Delta pacific Company. Behaviors that leaders need to exhibit to enforce cultural change Leaders need to exhibit a collaborative behavior with their subjects when implementing change.

Change in any organization is a responsibility of all the leaders and not just human resource department. Therefore all leaders must foster ongoing change through collaborative communication. They should also define what result is needed to come out of their change plan and follow through to ensure that that result is realized. For these leaders to master the ability required to drive this change, they must learn what to say and do. Internal and external coaching is also necessary in driving the required change. Change Models There are so many change models. Some of them include Lewin’s change model and Kotter’s change model. On the other hand, Lewin’s model is implemented in three simple steps and hence not easily skipped.

The Kotter’s process can take a longer time in the implementation since all the steps are dependent. In contrast, Lewin’s model can be implemented within short time duration since there are only three stages of doing it. The Lewin’s Change Model does not provide ways in which the leaders can handle people who are resistant to change. The assumption is here is that through effective motivation, all employees will embrace change positively. They can do this by creating a compelling message which ensures that employees leave their old ways of doing things and adopt the new ways. In the second stage, it is the leaders who are tasked with the responsibility of ensuring that people are trained on the ways of implementing this new change that is required in an organization.

Finally, the management is also responsible for ensuring that there is smooth transition in the implementation stage. The change process is never that smooth. The leadership or the management should expect resistance from the workers. Strategy to combat these barriers One strategy to combat resistant is through simplification to the approach of globalization. It has been established that two-thirds of Company transformations especially those that involve behavioral change tend to fail. Doing business today is like doing business globally. However, the globalization process brings in complexities that are often in conflict with what the organization needs to make to make life simple to do business with its clients and even with the workforce. To combat this, leaders should always struggle with creating organizational responses that are in line with globalization.

In the rush to achieve behavioral change in an organization, the management may delegate the leadership to the project team without giving them power to make decisions on how change should be done. This rush in doing things sometimes slows up the progress for change. This is because more time is needed to sort out back-tracking, confusion and political dynamics that are being encountered in the change process. Also there might be lack of action from people since what is to be done is unclear. Change governance should be conscious and have clear definition of the roles, process itself, initiative leads, change consultants and project teams involved (Anderson, 2018). They need to be assured that the change process will not leave them jobless at the end of the process (Petrone, 2017).