Reinvigorating a big company is one of the hardest jobs an executive can ever take on. Often times, a boss thinks they possess all solutions to all problems. They therefore stop listening to their colleagues and this has resulted organizational decline (BBC, 2016). It can be a tough exercise leading organizational change. Not all business leaders are cut for such an exercise. It can be debated that the organizations that win in the long run are those that have mastered both planning and leading change. There are several things that can spur change including growth being predominantly in a market which is unfamiliar, pricing factors to remain competitive, change in regulations, changing customer expectations, shortfall in talent and constraints in the organization's capacity. The factors which spur change are numerous and the examples given are not a complete representation of the wide scope of demands that force organizations to change (Brown, 2013).Changes that might be necessary for a firm to survive include:

• Bringing it to date with industry trends and prevailing standards.

• Doing market and consumer research to evaluate what they really need and figure out the cards competitors are playing (Brown, 2013).

• Using old employees' experience as well as the insights new talent brings to the table.

• Off-shoring part of the company's operations.

Defining change is easy, implementation is the hardest part. An executive leading change must therefore understand that the real work begins after formulation of plans.

A discussion of the foundational theories upon which you would draw to lead this organization

Lorsch (1986) stated that 70% of all change efforts fail to achieve the desired outcomes. Specific strategies should be put in place to ensure that an organization is part of the 30% group that meets their objectives (Halm, 2014).

Some of the things that can be done to increase the chances of success include:

Step 1: Identifying a Best Practice Operating Model

Best practices in an industry are processes and practices that have been proven to deliver the desired results almost every time they are used. Such practices can be identified by doing benchmarking and looking into data collected by membership associations in the industry. It isn't necessary that a practice or process be adopted because it falls under this category. For a practice to...

An organization's structure can sometimes be an impediment to progress. This step will ensure that an organization culture that enables the organization achieve its goals is adopted.
To review the effectiveness and suitability of the structure, the following will be looked at periodically:

• Operating model: this shall define the organization's operating philosophy as well as structure.

• Performance management: involves risk management, metrics development, and cost/savings tracking.

• Supply chain business processes: defines the structure of the organization's procurement process.

• Change management: details how employees will be trained, stakeholders managed and how role transition is handled.

• Value acceleration: identify and act on opportunities in the short-term that help save costs (Halm, 2014).

Step 3: Aggressively Transition to the New Organization Structure

New job descriptions and positions will be launched for the entire workforce. Redundant roles will be eliminated or combined so that there is a meaningful and effective structure.

Step 4: Proactively Manage Stakeholders, Employee Engagement and Communication

On carrying out a thorough analysis, stakeholders will be classified into 4 distinct groups: council members, company employees, key business partners and executives. Each group is to have a plan of communication. The organization shall enforce a sense of vision and purpose and inspire all stakeholders to take constructive action towards the attainment of the organization's vision. In leading the change process, we will reframe stakeholders' view of themselves and make them appreciate that they are all important as far as moving the organization forward is concerned (Halm, 2014).

Step 5: Define and Implement New Business Processes

Since new positions and roles are to be created, there will be need to train existing employees on their new roles and responsibilities. This will ensure higher effectiveness and smoother transition.

Step 6: Develop Employee Capabilities and Reinvent the Culture…