Organisational Transformation in Practice Essay

Organisational Transformation in Practice - Essay ExampleMy role in this acquisition and change work at has provided immense learning experience in terms of organisational change process and peoples psychology. A patchwork of this experience combined with learning from the module will be elaborated in this discussion. Literature findings will be confined to organisational change and its psychological implications on employees. Attempt will be made to provide a few probable and implementable suggestions for situations that did not conform to the need, as identified in literature. Background of the company Armen Technologies (AT) is a multinational company that provides information technology enabled business services in four regions of the world including Europe, North Africa and South East Asia. Headquartered in Beijing, AT has more than 5000 employees. Its business volume and spread were enriched when AT acquired the IT Company VTL Solutions. This acquisition process resulted in o verall growth of AT, but after much struggle. Context At the outset, this acquisition process was absolutely strategic and involved many negotiations during commodious period. From HR perspective, this acquisition seemed extremely lengthy and complex process. The acquisition process that began with various types of negotiations followed into aligning the acquired companys businesses, clients, customers and employees with the acquiring companys systems. maven of the most significant parts of this acquisition was reinstating the confidence of both companies employees at all locations. This task required a strategically planned approach and to be executed by highly experienced personnel. While the general transformation process during and after the acquisition itself was complex and multidimensional event, transformation with respect to processes and systems in the human resources perspective was equally challenging. On a broader note, the HR aspect involved activities such as integr ation and alignment and corporate communication along with assistance in implementation of change strategies. Corresponding literature findings Mergers and acquisitions act as change agents in corporate restructuring (DePamphillis, 2011 p.4). Organisational changes that follow mergers and acquisitions are usually crinkled and face numerous obstacles. According to Marks and Mirvis (2010), the fervor of success after acquisition usually infuses equally faster in the acquired company but in a retrospective manner, usually in the form of patronizing attitudes of its employees. To add further, unilateral integration of organisational systems and policies leads to greater turbulence in the acquired company. Culture-fit is a core chemical element of organisational sustenance post acquisition (DiGeorgio, 2002). Studies related to organisational change and mergers and acquisitions provide vast and diverse views that are mostly practically implementable and have been successfully implemente d in many situations. For instance, various change implementation models that have been proposed include McKinseys 7-S framework, Kotters (1996) eight-step model, Lewins 3-phase model of change ADKAR model etc (Hiatt & Creasey, 2003 Cameron & Green, 2004). All these models provide comprehensive examination and systematic methods to implement change. Several other models are suggested to diagnose change, such as, Kurt Lewins force field analysis model (Cameron & Green, 2