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Leading Change On being enrolled in my current position, I found sales office processes outmoded. With globalisation on the increase and the UK government introducing greater competitive freedoms for business during April 2017, it is essential that organisations re-evaluate company paradigms and change any core beliefs or assumptions that are outmoded to compete in a volatile and ever-changing environment. In this essay I will assess the styleof change within my company, detail the areas which I perceive are in need of change, and align this with empirical theories regarding ‘leading change'.In line with Weick and Quinn (1999), my first concern was to align our internal resources with a dynamic and constantly changing business environment, as I appreciated that change at the strategic level was crucial. I was also keen that ‘change management’ became a core capability of the organisation. A primary concern for me was that company turnover has been on a downturn for the last five years, and I feel this may be due to the tempo of change (customers requiring innovative products) in the marketplace. A further consideration was philosophical viewpoints on organisational change. In line with Porraas and Silvers (1991) these changes can be either episodic (discontinuous, intermittent) or continuous (evolving, incremental). Episodic