may be to get a guiding coalition together the support the organization will

May be to get a guiding coalition together the

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may be to get a guiding coalition together), the support the organization will provide the members (this is the efficacy element), and what the “pay-off” will be for both the organization and the members (long term and short term—and note—if it involves pay cuts or downsizing there may be pain for some and no positive pay-off). b. A literature review of why this change initiative is the best alternative (here is where many, if not all of your references may show up). In Kotter’s 8- step model for implementing change, he included several steps to help implement change: establish the need for urgency, form a powerful guiding coalition, create a vision, communicate the vision, empower others to act on the vision, plan for and create short- term wins, consolidate gains and produce more change, and institutionalize new approaches (Palmer et al., 2017). In the following steps, I will address each step of John Kotter’s model as it relates to Foot Locker’s organization. Step 1: Establish a sense of urgency. A market analysis will be conducted by reviewing the amount of surveys each store receives in comparison for how many customers each Foot Locker store services. Identifying the difference in these number will help lead to a change initiative. Step 2: Form a powerful guiding coalition: The Marketing department and District managers will form a team to help implement the changes that need to take place. They will meet twice a month to discuss ideas of improving the survey and ways to gain more participation from he 8
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Running head: THE CHANGE ANALYSIS PROJECT customers. The District Managers will relay the information to Store Managers they will share the information with their respective staff members in staff meetings held monthly. Step 3: Create a vision. The vision would be that, the more communication and feedback with our customers will allow for greater CSP scores and improvement in our problem areas. Foot Locker will develop a vision that answers the question: “What can we do to increase our customer satisfaction ratings?” Step 4: Communicate the vision. Re-emphasizing the vision at each retail store meeting is critical. It’s important that at the beginning or end of each of the meeting, management asks the question “What can we do to increase our customer satisfaction ratings?” This will allow for the employees to be constantly reminded that the customer service feedback is critical to the organization and without their opinion, Foot Locker will not know how and where to improve. Step 5: Empower others to act on the Vision: All employees will be aware of the changes with the survey. Employees will be encouraged to speak about the survey to every customer they come in contact with. Step 6: Ensure there are short-term wins. It will be the responsibility of the employees in the retail stores to encourage customers to complete the survey and retain the code upon completion.
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