Doing Change Management The McDonalds Way With Recommendations

The first step is to create a sense of urgency that gives the employees an understanding of why the change is required and its importance to the organisation’s mission. Managers then explain the problems or trends in the market. Next, a coalition of is formed consisting employees from different departments who can promote change within the organization. According to (Appelbaum et al., 2012, p. 82), these steps is vital as support is needed from the majority of employees for change to successfully manifest.
The third step involves developing a strategy and vision that is to be actualised if the change is implemented. This vision is repeatedly and clearly communicated to the employees. The vision thereafter empowers the employees to take actions that supports achieving the vision.
The Kotter’s sixth step is to create short term wins, this step is covers identifying the successes recorded and reward each effort to keep the employees motivated and encouraged towards long term goals (Pietersen, 2002, p. 7). The next step is to produce more change while consolidating gains of previous ones implemented. This can be achieved through hiring new experience and promoting existing employees as well as developing them to confront new change challenges. The final step is fostering new models in the culture by establishing the connections between organizational success and new behaviour (Kotter, 2012).
McDonald’s was undergoing an operational change which had an effect on the working culture of employees, thus Kotter’s model was better applicable. The current analysis of the case study however indicated that a handful of the steps of Kotter’s model were utilised by McDonald’s. an example would be when the top management team established a sense of urgency by identifying the need for change giving the increasing technological adoption and entrance of the COVID-19 pandemic. They developed a vision and strategy to secure McDonald’s placement at the top of the global fast-food chain by innovating through the Accelerating the Arches roadmap.
The change vision was communicated globally, stimulating confidence amongst the stakeholders and encouraging customers to integrate into the change.
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There exist several limitations that could have been addressed by McDonald’s. The first is the time frame of transition, McDonald’s started out by investing heavily in technology and acquiring digital driven companies to enable it scale up its digitization strategy. The robot drive-thru has been a near failure since it was tested and the company is now faced with a lawsuit for violating users’ privacy. It is therefore suggested that the time frame of testing some of its technology initiatives should have been delayed to ensure all legal defaults are covered and users don’t feel threatened or invaded by the technologies and have bad experiences.
McDonald’s need to also enlist the service of the appropriate leaders to handle its tech side of business as it appears there is a lack of tech-minded managers who can direct and pilot the vision of the company. The lack of a significantly experience leader led to the premature testing of it robotic drive-thru.
Change is necessary for organizations to be competitive and fulfill the needs of customers. This has made the management of change very vital for survival. Change can be managed by applying different theories and models like the Kotter’s 8 step model, Kurt Lewin’s Force field analysis etc., depending on the extent and type of change.

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