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Change Management Case Study Examples: Lessons from Industry Giants

Explore some transformative journeys with efficient Change Management Case Study examples. Delve into case studies from Coca-Cola, Heinz, Intuit, and many more. Dive in to unearth the strategic wisdom and pivotal lessons gleaned from the experiences of these titans in the industry. Read to learn about and grasp the Change Management art!

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In the fast-paced world of business, staying ahead means being able to adapt. Have you ever wondered how some brands manage to thrive despite huge challenges? This blog dives into a collection of Change Management Case Studies, sharing wisdom from top companies that have faced and conquered adversity. These aren’t just stories; they’re success strategies.  

Each Change Management Case Study reveals the smart choices and creative fixes that helped companies navigate rough waters. How did they turn crises into chances to grow? What can we take away from their successes and mistakes? Keep reading to discover these inspiring stories and learn how they can reshape your approach to change in your own business. 

Table of Contents  

1) What is Change Management in Business? 

2) Top Examples of Case Studies on Change Management 

    a) Coca-Cola 

    b) Adobe 

    c) Heinz  

    d) Intuit  

    e) Kodak 

    f) Barclays Bank 

3) Conclusion

What is Change Management in Business?  

Change management in business refers to the structured process of planning, implementing, and managing changes within an organisation. It involves anticipating, navigating, and adapting to shifts in strategy, technology, processes, or culture to achieve desired outcomes and sustain competitiveness.  

Effective Change Management entails identifying the need for change, engaging stakeholders, communicating effectively, and mitigating resistance to ensure smooth transitions. By embracing Change Management principles, businesses can enhance agility, resilience, and innovation, driving growth and success in dynamic environments. 

Top Examples of Case Studies on Change Management  

Let's explore some transformative journeys of industry leaders through compelling case studies on Change Management: 

1) Coca-Cola  

Coca-Cola, the beverage titan, acknowledged the necessity to evolve with consumer tastes, market shifts, and regulatory changes. The rise of health-conscious consumers prompted Coca-Cola to revamp its offerings and business approach. The company’s proactive Change Management centred on innovation and diversification, leading to the launch of healthier options like Coca-Cola Zero Sugar.  

Strategic alliances and acquisitions broadened Coca-Cola’s market reach and variety. Notably, Coca-Cola introduced eco-friendly packaging like the PlantBottle and championed sustainability in its marketing, bolstering its brand image. 

Acquire the expertise to facilitate smooth changes and propel your success forward – join our Change Management Practitioner Course now!  

2) Adobe  

Adobe, with its global workforce and significant revenue, faced a shift due to technological advancements and competitive pressures. In 2011, Adobe transitioned from physical software sales to cloud-based services, offering free downloads or subscriptions.  

This shift necessitated a transformation in Adobe’s HR practices, moving from traditional roles to a more human-centric approach, aligning with the company’s innovative and millennial-driven culture. 

3) Heinz  

Berkshire Hathaway and 3G Capital’s acquisition of Heinz led to immediate, sweeping changes. The new management implemented cost-cutting measures and altered executive perks.  

Additionally, it introduced a more insular leadership style, contrasting with 3G’s young, mobile, and bonus-driven executive team. 

Commence on a journey of transformative leadership and achieve measurable outcomes by joining our Change Management Foundation Course today!  

4) Intuit  

Steve Bennett’s leadership at Intuit marked a significant shift. Adopting the McKinsey 7S Model, he restructured the organisation to enhance decision-making, align rewards with strategy, and foster a performance-driven culture. His changes resulted in a notable increase in operating profits. 

5) Kodak  

Kodak, the pioneer of the first digital and megapixel cameras in 1975 and 1986, faced bankruptcy in 2012. Initially, digital technology was costly and had subpar image quality, leading Kodak to predict a decade before it threatened their traditional business. Despite this accurate forecast, Kodak focused on enhancing film quality rather than digital innovation.  

Dominating the market in 1976 and peaking with £12,52,16 billion in sales in 1999, Kodak’s reluctance to adopt new technology led to a decline, with revenues falling to £4,85,11,90 billion in 2011.  

Get ready for your interview with our top Change Management Interview Questions .

In contrast, Fuji, Kodak’s competitor, embraced digital transformation and diversified into new ventures. 

Empower your team to manage change effectively through our Managing Change With Agile Methodology Training – sign up now!  

6) Barclays Bank  

The financial sector, particularly hit by the 2008 mortgage crisis, saw Barclays Capital aiming for global leadership under Bob Diamond. However, the London Inter-bank Offered Rate (LIBOR) scandal led to fines and resignations, prompting a strategic overhaul by new CEO Antony Jenkins in 2012.  

Changes included rebranding, refocusing on core markets, altering the business model away from high-risk lending, fostering a customer-centric culture, downsizing, and embracing technology for efficiency. These reforms aimed to strengthen Barclays, improve shareholder returns, and restore trust. 

Dive into the detailed Case Study on Change Management

Conclusion  

The discussed Change Management Case Study examples serve as a testament to the transformative power of adept Change Management. Let these insights from industry leaders motivate and direct you as you navigate your organisation towards a path of continuous innovation and enduring prosperity. 

Enhance your team’s ability to manage uncertainty and achieve impactful results – sign up for our comprehensive Risk Management For Change Training now!  

Frequently Asked Questions

The five key elements of Change Management typically include communication, leadership, stakeholder engagement, training and development, and measurement and evaluation. These elements form the foundation for successfully navigating organisational change and ensuring its effectiveness. 

The seven steps of Change Management involve identifying the need for change, developing a Change Management plan, communicating the change vision, empowering employees, implementing change initiatives, celebrating milestones, and sustaining change through ongoing evaluation and adaptation. 

The Knowledge Academy takes global learning to new heights, offering over 30,000 online courses across 490+ locations in 220 countries. This expansive reach ensures accessibility and convenience for learners worldwide.  

Alongside our diverse Online Course Catalogue, encompassing 17 major categories, we go the extra mile by providing a plethora of free educational Online Resources like News updates, Blogs , videos, webinars, and interview questions. Tailoring learning experiences further, professionals can maximise value with customisable Course Bundles of TKA .

The Knowledge Academy’s Knowledge Pass , a prepaid voucher, adds another layer of flexibility, allowing course bookings over a 12-month period. Join us on a journey where education knows no bounds.  

The Knowledge Academy offers various Change Management Courses , including the Change Management Practitioner Course, Change Management Foundation Training, and Risk Management for Change Training. These courses cater to different skill levels, providing comprehensive insights into Change Management Metrics .   

Our Project Management Blogs cover a range of topics related to Change Management, offering valuable resources, best practices, and industry insights. Whether you are a beginner or looking to advance your Project Management skills, The Knowledge Academy's diverse courses and informative blogs have got you covered.  

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Explore the Levels of Change Management

9 Successful Change Management Examples For Inspiration

Updated: June 11, 2024

Published: January 3, 2024

Welcome to our guide on change management examples, pivotal for steering through today's dynamic business terrain. Immerse yourself in the transformative power of change management, a tool for resilience, growth, innovation, and employee morale enhancement.

This guide equips you with strategies to promote an innovative, adaptable work environment and boost employee morale for lasting organizational success.

Uncover diverse types of change management with Prosci's established methodology and explore real-world examples that illustrate these principles in action.

What is Change Management?

Change management is a strategy for guiding an organization and its people through change. It goes beyond top-down orders, involving employees at all levels. This people-focused approach encourages everyone to participate actively, helping them adapt and use changes in their everyday work.

Effective change management aligns closely with a company's culture, values, and beliefs.

When change fits well with these cultural aspects, it feels more natural and is easier for employees to adopt. This contributes to smoother transitions and leads to more successful and lasting organizational changes.

Why is Change Management Important?

Change management is pivotal in guiding organizations through transitions, ensuring impactful and long-lasting results.

For example, a $28B electronic components and services company with 18,000 employees realized the importance of enhancing its processes. They knew to adopt more streamlined, efficient approaches, known as Lean initiatives .

However, they encountered challenges because they needed a more structured method for effectively managing the human aspects of these changes.

The company formed a specialized group focused on change to address their challenges and initiate key projects. These projects aligned with their culture of innovation and precision, which helped ensure that the changes were well-received and effectively implemented within the organization.

Matching change management to an organization's unique style and structure contributes to more effective transformations and strengthens the business for future challenges.

What Are the Main Types of Change Management?

Discover Prosci's change management models: from individual application and organizational strategies to enterprise-wide integration and effective portfolio management, all are vital for transformative success.

Individual change management

At Prosci, we understand that change begins with the individual.

The Prosci ADKAR ® Model ( Awareness, Desire, Knowledge, Ability and Reinforcement ) is expertly designed to equip change leaders with tools and strategies to engage your team.

This model is a framework that will guide and support you in confidently navigating and adapting to new changes.

Organizational change management

In organizational change management , we focus on the core elements of your company to fully understand and address each aspect of the change.

Our approach involves creating tailored strategies and detailed plans that benefit you and manage you to manage challenges effectively, which include:

• Clear communication
• Strong leadership support
• Personalized coaching
• Practical training

Our strategies are specifically aimed at meeting the diverse needs within your organization, ensuring a smooth and well-supported transition for everyone involved.

Enterprise change management capability

At the enterprise level, change management becomes an embedded practice, a core competency woven throughout the organization.

When you implement change capabilities:

• Employees know what to ask during change to reach success
• Leaders and managers have the training and skills to guide their teams during change
• Organizations consistently apply change management to initiatives
• Organizations embed change management in roles, structures, processes, projects and leadership competencies

It's a tactical effort to integrate change management into the very DNA of an organization—nurturing a culture that's ready and able to adapt to any change.

Change portfolio management

While distinct from project-level change management, managing a change portfolio is vital for an organization to stay flexible and responsive.

9 Dynamic Change Management Success Stories to Revolutionize Your Business

Prosci case studies reveal how diverse organizations spanning different sectors address and manage change.  These cases illustrate how change management can provide transformative solutions from healthcare to finance:

1. Hospital system

A major healthcare organization implemented an extensive enterprise resource planning (ERP) system and adapted to healthcare reform. This case study highlights overcoming significant challenges through strategic change management:

Industry: Healthcare Revenue: $3.7 billion Employees: 24,000 Facilities: 11 hospitals

Major changes:

• Implemented a new ERP system across all hospitals
• Prepared for healthcare reform

Challenges:

• Managing significant, disruptive changes
• Difficulty in gaining buy-in for change management
• Align with culture: Strategically implemented change management to support staff, reflecting the hospital's core value of caring for people
• Focus on a key initiative: Applied change management in the electronic health record system implementation
• Integrate with existing competencies: Recognized change leadership as crucial at various leadership levels

This example shows that when change management matches a healthcare organization's values, it can lead to successful and smooth transitions.

2. Transportation department

A state government transportation department leveraged change management to effectively manage business process improvements amid funding and population challenges. This highlights the value of comprehensive change management in a public sector setting:

Industry: State Government Transportation Revenue: $1.3 billion Employees: 3,000 Challenges:

• Reduced funding
• Growing population
• Increasing transportation needs

Initiative:

• Major business process improvement

Hurdles encountered:

• Change fatigue
• Need for widespread employee adoption
• Focus on internal growth
• Implemented change management in process improvement

This department's experience teaches us the vital role of change management in successfully navigating government projects with multiple challenges.

3. Pharmaceuticals

A global pharmaceutical company navigated post-merger integration challenges. Using a proactive change management approach, they addressed resistance and streamlined operations in a competitive industry:

Industry: Pharma (Global Biopharmaceutical Company) Revenue: $6 billion Number of employees: 5,000

Recent activities: Experienced significant merger and acquisition activity

• Encountered resistance post-implementation of SAP (Systems, Applications and Products in Data Processing)
• They found themselves operating in a purely reactive mode
• Align with your culture: In this Lean Six Sigma-focused environment, where measurement is paramount, the ADKAR Model's metrics were utilized as the foundational entry point for initiating change management processes.

This company's journey highlights the need for flexible and responsive change management.

4. Home fixtures

A home fixtures manufacturing company’s response to the recession offers valuable insights on effectively managing change. They focused on aligning change management with their disciplined culture, emphasizing operational efficiency:

Industry: Home Fixtures Manufacturing Revenue: $600 million Number of employees: 3,000

Context: Facing the lingering effects of the recession

Necessity: Need to introduce substantial changes for more efficient operations

Challenge: Change management was considered a low priority within the company

• Align with your culture: The company's culture, characterized by discipline in projects and processes, ensured that change management was implemented systematically and disciplined.

This company’s experience during the recession proves that aligning change with company culture is key to overcoming tough times.

5. Web services

A web services software company transformed its culture and workspace.  They integrated change management into their IT strategy to overcome resistance and foster innovation:

Industry : Web Services Software Revenue : $3.3 billion Number of employees : 10,000

Initiatives : Cultural transformation; applying an unassigned seating model

Challenges : Resistance in IT project management

• Focus on a key initiative: Applied change management in workspace transformation
• Go where the energy is:  Establishing a change management practice within its IT department, developing self-service change management tools, and forming thoughtful partnerships
• I ntegrate with existing competencies:  "Leading change" was essential to the organization's newly developed leadership competency model.

This case demonstrates the importance of weaving change management into the fabric of tech companies, especially for cultural shifts.

6. Security systems

A high-tech security company effectively managed a major restructuring.  They created a change network that shifted change management from HR to business processes:

Industry : High-Tech (Security Systems) Revenue : $10 billion Number of employees: 57,000

Major changes : Company separation; division into three segments

Challenge : No unified change management approach

• Formed a network of leaders from transformation projects
• Go where the energy is:  Shifted change management from HR to business processes
• Integrate with existing competencies:  Included principles of change management in the training curriculum for the project management boot camp.
• Treat growing your capability like a change:  Executive roadshow launch to gain support for enterprise-wide change management

This company’s innovative approach to restructuring shows h ow reimagining change management can lead to successful outcomes.

7. Clothing store

A major clothing retailer’s journey to unify its brand model.  They overcame siloed change management through collaborative efforts and a community-driven approach:

Industry : Retail (Clothing Store) Revenue : $16 billion Number of employees : 141,000

Major change initiative : Strategic unification of the brand operating model

Historical challenge : Traditional management of change in siloes

• Build a change network :  This retailer established a community of practice for change management, involving representatives from autonomous units to foster consensus on change initiatives.

The story of this retailer illustrates how collaborative efforts in change management can unify and strengthen a brand in the retail world.

A major Canadian bank initiative to standardize change management across its organization.  They established a Center of Excellence and tailored communities of practice for effective change:

Industry : Financial Services (Canadian Bank) Revenue : $38 billion Number of employees : 78,000

Current state : Absence of enterprise-wide change management standards

Challenge :

• Employees, contractors, and consultants using individual methods for change management
• Reliance on personal knowledge and experience to deploy change management strategies
• Build a change network:  The bank established a Center of Excellence and created federated communities of practice within each business unit, aiming to localize and tailor change management efforts.

This bank’s journey in standardizing change management offers valuable insights for large organizations looking to streamline their processes.

9. Municipality

You can learn from a Canadian municipality’s significant shift to enhance client satisfaction. They integrated change management across all levels to achieve profound organizational change and improved public service:

Industry : Municipal Government (Canadian Municipality) Revenue : $1.9 billion Number of employees : 3,000

New mandate:

• Implementing a new deliberate vision focusing on each individual’s role in driving client satisfaction

Nature of shift : 

• A fundamental change within the public institution

Scope of impact :

•  It affected all levels, from leadership to front-line staff

Solution : 

• Treat growing your capability like a change: Change leaders promoted awareness and cultivated a desire to adopt change management as a standard enterprise-wide practice.

The municipality's strategy shows us how effective change management can significantly improve public services and organizational efficiency.

6 Tactics for Growing Enterprise Change Management Capability

Prosci's exploration with 10 industry leaders uncovered six primary tactics for enterprise change growth , demonstrating a "universal theme, unique application" approach.

This framework goes beyond standard procedures, focusing on developing a deep understanding and skill in managing change. It offers transformative tactics, guiding organizations towards excelling in adapting to change.  Here, we uncover these transformative tactics, guiding organizations toward mastery of change.

1. Align with Your culture

Organizational culture profoundly influences how change management should be deployed.

Recognizing whether your organization leans towards traditional practices or innovative approaches is vital. This understanding isn't just about alignment; it's an opportunity to enhance and sometimes shift your cultural environment.

When effectively combined with an organization's unique culture, change management can greatly enhance key initiatives. This leads to widespread benefits beyond individual projects and promotes overall growth and development within the organization.

Embrace this as a fundamental tool to strengthen and transform your company's cultural fabric.

2. Focus on key initiatives

In the early phase of developing change management capabilities, selecting noticeable projects with executive backing is important.

This helps demonstrate the real-world impact of change management, making it easier for employees and leadership to understand its benefits. This strategy helps build support and maintain the momentum of change management initiatives within your organization.

Focus on capturing and sharing these successes to encourage buy-in further and underscore the importance of change management in achieving organizational goals.

3. Build a change network

Building change capability isn't just about a few advocates but creating a network of change champions across your organization.

This network, essential in spreading the message and benefits of change management, varies in composition but is universally crucial. It could include departmental practitioners, business unit leaders, or a mix of roles working together to enhance awareness, credibility, and a shared purpose.

Our Best Practices in Change Management study shows that 45% of organizations leverage such networks. These groups boost the effectiveness of change management and keep it moving forward.

4. Go where the energy is

To build change capabilities throughout an organization effectively, the focus should be on matching the organization's current readiness rather than just pushing new methods.

Identify and focus on parts of your organization that are ready for change. Align your change initiatives with these sectors. Involve senior leaders and those enthusiastic about change to naturally generate demand for these transformations.

Showcasing successful initiatives encourages a collaborative culture of change, making it an organic part of your organization's growth.

5. Integrate with existing competencies

Change management is a vital skill across various organizational roles.

Integrating it into competency models and job profiles is increasingly common, yet often lacks the necessary training and tools.

When change management skills expand beyond the experts, they become an integral part of the organization's culture—nurturing a solid foundation of effective change leadership.

This approach embeds change management deeper within the company and cultivates leaders who can support and sustain this essential practice.

6. Treat growing your capability like a change

Growing change capability is a transformative journey for your business and your employees. It demands a structured, strategic approach beyond telling your network that change is coming.

Applying the ADKAR Model universally and focusing on your organization's unique needs is pivotal. It's about building awareness, sparking a desire for change across the enterprise, and equipping employees with the knowledge and skills for effective, lasting change. 

Treating capability-building like a change ensures that change management becomes a core part of your organization's fabric, benefitting every team member.

These six tactics are powerful tools for enhancing your organization's ability to adapt and remain resilient in a rapidly changing business environment.

Comprehensive Insights From Change Management Examples

These diverse change management examples provide field-tested savvy and offer a window into how varied organizations successfully manage change.

Case studies , from healthcare reform to innovative corporate restructuring, exemplify how aligning with organizational culture, building strong change networks, and focusing on tactical initiatives can significantly impact change management outcomes.

This guide, enriched with real-world applications, enhances understanding and execution of effective change management, setting a benchmark for future transformations.

To learn more about partnering with Prosci for your next change initiative, discover Prosci's Advisory services and enterprise training options and consider practitioner certification .

Founded in 1994, Prosci is a global leader in change management. We enable organizations around the world to achieve change outcomes and grow change capability through change management solutions based on holistic, research-based, easy-to-use tools, methodologies and services.

See all posts from Prosci

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Transformational change: Theory and practice

A look at how transformational change themes apply in practice, with case studies providing practical examples

Explores how the themes on transformational change apply in practice

Our report,  Landing transformational change: Closing the gap between theory and practice  explores how the themes identified in earlier research apply in practice. Case studies from four organisations provide practical examples of how organisations have approached transformational change.

The report also includes recommendations that HR, OD and L&D professionals should consider for their organisations and their own skill set, if they are to be successful expert initiators and facilitators of transformational change.

Whilst these findings and case studies are UK-based, the broader trends and implications should be of interest wherever you are based.

Download the report and individual case studies below

Landing transformational change

This earlier report covers some of the thinking and innovative ideas in the field of change management that can help to land transformational change. Drawing on a comprehensive literature review on change management the report develops ten themes on transformational change practice to provide a platform of knowledge on designing, managing and embedding change essential for OD, L&D and HR professionals.

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Case Study: Implementing Change Management in PMO

Incorporating Change Management into IT Project Management Processes within a multi-national wireless communication organisation. We were tasked with developing and implementing a Change Management Strategy & Framework to support the current Project Team with; improving end–user adoption levels, increasing system utilization, involving end-user throughout the project process. To develop a Change Management Blueprint to enable project team members to duplicate a refined Change Managed process across various areas within the organisation. Create Change Management templates, ensuring standardisation of tools used across the teams and providing tools to assess people risks and mitigation, Pre- and post-project awareness, commitment and adoption levels.

• IT Leadership: Medium Impact
• SBPM: High Impact
• Project Managers: High Impact
• Business Analysts: Medium Impact
• Rest of IT: Low Impact
• Initial Change Management Duration: 12 Months
• Actual Change Management Duration: 15 Months
• Size of Change: Medium Scale
• Change Management Resourcing: Senior Change Consultant

The Results

• 100% Completion of CM strategy & framework, CM blueprint, and CM reporting template
• 100% Alignment to project management, PMO & governance structures
• 100% Integration into the POL process (Project Online)
• 70% Change Management adoption by Project Managers
• 80% Improvement in project communications over four pillars
• 7x Project Managers skilled in change management principles
• 50x Communication sets developed and distributed

The Approach

In implementing this change, it was necessary to understand the current way of working within the EMEA IT Team: Agile (Design for Adoption).

Gain understanding of governance structures within the IT area: Various measurements and systems used.

Incorporating these into a logical Change Management Methodology using a combination of approaches:

• Lean Change Management (to align with Agile)
• Prosci (including ADKAR)

The following steps were taken to achieve an aligned and knowledgeable team:

• Development of Change Management strategy
• Alignment of a framework & blueprint
• Create and define various templates, assessments and training artefacts to support and enable the team
• Articulate and document a benefit & measurement approach
• Align approach and outcomes with PMO
• Change management reporting templates developed to encompass a high level feedback report

Lessons from the Frontline

• IT teams are under great pressure to deliver to their customer – the business. It’s easy to forget about the person at the end of the chain, actually using the new system or following a new process.
• IT teams need to evolve in such a way that “People” are as much a focus as a project plan. It is about putting  First Things First, and spending time understanding the change, the impact of the change and benefit to the organisation and individuals.
• A perfect system can be developed, an adopted system must be earned.

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MacDonald Change Management Case Study

McDonald’s, one of the most recognizable fast-food chains in the world, has undergone significant changes in recent years to adapt to changing market trends and consumer preferences. 

These changes required a comprehensive change management strategy to ensure a smooth transition and successful implementation. 

In this case study, we will examine external and internal factors that forced McDonald’s to initiate changes, key steps taken to implement those change, and the results of the change management.

Let’s start with overview and background of MacDonald.

Overview of MacDonald History 

McDonald’s is a global fast-food chain that was founded in 1940 by Richard and Maurice McDonald in San Bernardino, California. 

The original concept was a small drive-in restaurant that served burgers, fries, and milkshakes. 

In the 1950s, Ray Kroc, a milkshake machine salesman, became involved in the business and helped to transform it into a franchise model, which rapidly expanded across the United States and eventually the world. 

Today, McDonald’s operates over 38,000 locations in more than 100 countries and serves approximately 69 million customers daily. 

Over the years, McDonald’s has faced many challenges and has adapted to changes in the market and consumer preferences, which has required the company to implement significant changes in its business model and operations

External factors that caused change 

There were several external factors that contributed to the need for change at McDonald’s. Here are a few examples:

• Changing consumer preferences: Consumers are becoming more health-conscious and are demanding healthier food options. As a result, McDonald’s had to adapt its menu to include more salads, fruits, and vegetables to appeal to these consumers.
• Increased competition: There is intense competition in the fast-food industry, and McDonald’s faces competition from both traditional fast-food chains and newer, more innovative brands. To stay competitive, McDonald’s had to find ways to differentiate itself and offer unique value propositions to customers.
• Economic factors: Economic downturns and changes in consumer spending habits can have a significant impact on fast-food sales. McDonald’s had to adapt to changing economic conditions and find ways to maintain sales growth during challenging times.
• Technological advancements: Advancements in technology have transformed the way that consumers order food and interact with restaurants. McDonald’s had to embrace new technologies such as mobile ordering and delivery services to meet the changing needs of its customers.

Internal factors that caused change 

There were several internal factors that contributed to the need for change at McDonald’s. Here are a few examples:

• Declining sales: McDonald’s experienced declining sales in certain markets, which prompted the company to re-evaluate its business model and operations.
• Operational inefficiencies: McDonald’s had become too reliant on its traditional business model and was struggling to keep up with changes in the industry. The company had to find ways to streamline its operations and make them more efficient to remain competitive.
• Cultural resistance to change: McDonald’s had a culture that valued consistency and uniformity, which made it challenging to implement significant changes. The company had to overcome this cultural resistance and find ways to foster a culture that supported innovation and change.
• Employee engagement: McDonald’s recognized that its employees play a vital role in the success of the company and had to find ways to engage and motivate them during the change management process. The company had to communicate effectively with its employees and provide them with the tools and resources needed to embrace the changes.

What were 03 biggest changes that Macdonald successfuly implemented

There were several significant changes that McDonald’s successfully implemented as part of its change management process. Here are three of the most significant changes:

• Menu diversification: McDonald’s recognized the need to adapt its menu to changing consumer preferences and introduced a range of healthier menu items such as salads, fruit, and grilled chicken sandwiches. The company also expanded its breakfast menu to include all-day breakfast and introduced new menu items such as the McWrap to appeal to a wider range of customers.
• Digital transformation: McDonald’s recognized the importance of embracing new technologies and embarked on a digital transformation strategy. The company introduced self-service kiosks in its restaurants, mobile ordering, and delivery services. McDonald’s also launched its own mobile app, which allows customers to order and pay for their food from their mobile devices.
• Restaurant redesign: McDonald’s recognized the need to create a more modern and appealing restaurant experience to attract younger customers. The company invested in a redesign of its restaurants, which included a more contemporary design, comfortable seating, and interactive features such as touchscreen ordering. The company also introduced table service in select locations to improve the customer experience.

These changes were significant and helped McDonald’s to remain competitive and appeal to changing consumer preferences. The successful implementation of these changes required a comprehensive change management strategy that involved collaboration with employees, effective communication, and a commitment to innovation and continuous improvement.

MacDonald’s leadership role in implementing change initiatives

McDonald’s leadership played a crucial role in the successful implementation of change initiatives. The company’s leadership recognized the need to adapt to changing consumer preferences and competitive pressures and committed to a comprehensive change management strategy to drive growth and improve performance.

One of the key leadership roles was played by Steve Easterbrook, who served as the CEO of McDonald’s from 2015 to 2019. Under Easterbrook’s leadership, McDonald’s implemented several changes, including menu diversification, digital transformation, and restaurant redesign.

Easterbrook was instrumental in driving the company’s innovation agenda and creating a culture of continuous improvement. He encouraged employee engagement and empowerment, which helped to drive innovation and ensure that employees were invested in the changes.

Easterbrook also prioritized effective communication, ensuring that employees and customers were informed about the changes and that feedback was solicited and acted upon.

In addition to Easterbrook, McDonald’s leadership team was also instrumental in the successful implementation of change initiatives. The company’s leadership team provided the vision, strategic direction, and resources necessary to implement the changes effectively. They also provided the support and guidance necessary to overcome resistance to change and ensure that the changes were embraced by employees and customers.

Results of the successful change management implemented by MacDonald

One of the biggest outcomes of the changes implemented by McDonald’s was an improvement in its financial performance. The changes helped the company to increase sales, improve profitability, and strengthen its competitive position in the fast-food industry.

For example, McDonald’s menu diversification strategy helped to attract new customers and retain existing customers who were looking for healthier food options. The introduction of digital ordering and delivery services also made it easier for customers to order from McDonald’s and increased the convenience factor, which helped to drive sales growth.

In addition, the restaurant redesign helped to create a more modern and appealing restaurant experience, which helped to attract younger customers and improve customer satisfaction. The successful implementation of these changes helped McDonald’s to achieve its financial goals and improve its overall performance.

Another significant outcome of the changes was the improvement in McDonald’s brand perception. The company’s menu diversification and focus on healthier food options helped to improve its reputation and attract customers who may have previously avoided McDonald’s due to concerns about the nutritional value of its food.

The introduction of digital ordering and delivery services also helped to improve the customer experience and create a more positive perception of the brand. Overall, the changes implemented by McDonald’s helped to strengthen the company’s brand and improve its reputation in the market.

Final Words 

McDonald’s change management process provides an excellent case study for other companies looking to implement significant changes to remain competitive and adapt to changing consumer preferences. By following a comprehensive change management strategy that involves employee engagement, effective communication, and a commitment to innovation and continuous improvement, companies can successfully implement changes that drive growth, improve profitability, and strengthen their competitive position in the market.

About The Author

Tahir Abbas

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22 February 2022 Same change, same time, two different approaches, widely different outcomes. Article written by Nelly Tire and Vincent Piedboeuf

Prosci Europe's case studies offer practical insights for organisations wishing to make changes that stick.

Executive Summary

Why should I read? To get a real-life example of what can happen without a structured approach to managing the change. We uncover the difference in outcome between two organisations seeking to deploy the same technological solution to a recurrent and common issue in the personal care service sector.

Highlights:

• In one case, the implementation phase proved much longer than expected. Only half of the staff was or stayed on board. The gulf between the target set and the number of people proficiently using the change kept widening every day.
• The second case shows adoption and utilisation rates close to 88%. A clear CM plan with actionable strategies delivered expected results on time.
• For a complete overview of what a successful CM plan looks like, please see Keys to application. 

Background 

Year – 2021.

Sector – Personal Care Services.

Who – Two non-profit organisations offering social services such as childcare, home nursing, special assistance to vulnerable people, heavy-duty housework, etc.

What – In a nutshell, outdated paper-based management and monitoring systems generate errors, poor responsiveness, and late payments while also causing the organisations and the sector to miss out on new opportunities. The new "Mobile Teleprocessing System" attempts to leverage technology to optimise the provision of existing and future services.

Type of change – See below. 

The challenge (why the change?)

Baseline. Managing and controlling provided services happens through a two-fold mechanism of phone check-in used by staff members in the home of users (elderly, physically- challenged people, etc.) and paper-form shift sheets subsequently signed by users (date of the month, number of hours).

Internal reasons to change. Both entities sought to provide practical solutions to recurrent problems reported by frontline employees/account services. Climbing on the train of digitisation was also expected to raise the sector's attractiveness. More specifically, both associations faced the following issues:

• The excessive shift sheet volume led to repeated data processing and validation delays, pushing back invoicing and wage payments to 15 days the following month.
• Frontline employees (caretakers) found it challenging to check-in using the user's phone landline .
• There were problems managing shift sheets/forms , sometimes signed by disabled or vulnerable people (users), by staff members themselves, when not simply lost.

External reasons to change.   The availability of game-changing technological solutions, which could also respond to concerns related to funding, turned the change into a pressing issue. The mix of specific requirements and opportunities included:

• system loopholes – the phone clocking in/out mechanism could only be used for some services.
• technological developments and new apps designed to smooth out the problems of bureaucracy and speed up data exchange.
• requests from funders to better control the use of resources allocated to the associations and allow real-time communication with home care services. 

The solution

This set of external and internal drivers led to "Mobile Teleprocessing" project. The overarching element of the action plan was the switch from the aforementioned "point system" (fixed phone system and shift sheets) to the use of a particular app running on a professional smartphone and connected in real-time with the all-in-one software for planning/accountancy . This advanced solution could also help manage instant alerts in case of a change in the internal working schedule. Sending off invoices would be just one click away. Other apps responding to specific health and care issues were also under consideration. 

Expected benefits ranged from shortening processing times and reducing errors when logging data to improving communication with frontline employees and funders. 

Keys to application – 1st case

Highlight: The first organisation implemented the solution within one month, impacting 500 employees. The plan was based upon Prosci's best practices and ADKAR model for individual change. Here is an overview of the main items:

a. Sponsorship, the face of change.  

Active and visible sponsorship throughout the whole duration of the project is the number-one success factor of any change initiative. In this case, the Director-General was designated as the primary sponsor. Beyond its involvement in the early phases, he was provided with data fresh from the field to remind people of the rules and communicate results. 

b. Bringing in Change Management resources.

The association allocated resources to CM, setting up a dedicated team with a change practitioner and a network of change agents.

c. Evaluating impact.

The organisation identified the groups impacted by the change (frontline employees, team leaders, accounting services) to prepare targeted training sessions.

d. Creating Awareness and Desire.

Before moving any further along the change journey, the association communicated extensively around the project and the strategic reasons underpinning it. They proceeded to:

• Convene and conduct a meeting to introduce the project and CM plan to team leaders and super-users.
• Get executives and team leaders actively involved with CM and fully committed to the process.
• Circulate a promotional film featuring the change and its rationale, along with footage of an employee using the new tool.
• Disseminating information on the intranet to communicate with frontline staff (caretakers operating in users' homes)
• Send mail communications to present the "Mobile Teleprocessing" project to users and employees.

e. Building Knowledge and Ability.

After completing the impact analysis and conducting preliminary campaigns to raise awareness and desire, the organisation started to prepare the people for the change. They did so by:

• Delivering 21 training sessions to 500 collaborators
• Choosing instructors among expert users
• Designing high-quality training materials, with a strong focus on user-friendliness  (practical exercises, quizzes, appropriate evaluation forms, ….)
• Systematically collecting and analysing feedback to improve materials
• Creating FAQs on the intranet
• Uploading Video tutorials on the association website
• Developing memos for teams on specific topics
• At the end of the project, team leaders took over the role of instructors for new employees entering the application.

f. Reinforcing.

To ensure long-lasting results and effective use of the phone and app, the association proceeded to:

• Collect info on clocking in/out processes and the remaining volume of shift sheets.
• Hold a special briefing on results, including a quick review/reminder of the rules (main sponsor).
• Diffuse reminders on the intranet.
• Issue warning letters to people tricking the system by logging incorrect data, holding multiple broken phones, or repeatedly losing them.

Keys to application – 2 nd case

Highlight : The size of the change was even more significant in the second case, impacting about 800 employees. The expected time for completion was one month and a half. But unlike its counterpart, this association did not implement any structured Change Management plan. Team leaders viewed the technical solution as an easy fix.

Items : Team leaders were tasked with demonstrating how the application worked, with the following consequences:

• Employees complained that they received poor guidance and struggled to use the phone or the application.
• Employees perceived the new tool as a "policing instrument."
• The roll-out proved difficult, triggering resistance among staff and causing the training modules to be delivered late. 

Results and Takeaways

Clear differences in outcomes show the importance of adopting a structured approach to managing the change. The implementation lasted one month without any significant setback in the first case . Not only did this association meet the deadline. Adoption and utilisation rates after four months were close to 88% . In contrast , implementation suffered from major delays in the second case . While leaders had planned on a one-month and a half roll-out, deployment was only complete after six months. Moreover, adoption and utilisation rates proved grossly insufficient , with a more modest 50%.

If all the above-described Change Management items account for what did go well in the first case, what went wrong in the second one?

A common mistake is to jump right into equipping the people without raising A wareness and creating D esire. This second case study clearly illustrates the consequences of not laying the foundations for the change. Omitting this part led to early resistances, crystallizing without any strategy or capacity to mitigate them. The new system was seen as a policing maneuver of sorts.

Furthermore, there was no attempt to create engaging training materials, leaving team leaders without a clear roadmap or tools to deliver K nowledge. Frontline employees lamented the lack of information or guidance. Issues with the phone connection in some rural regions also meant that employees were unable ( A bility) to use the solution. The new system, first seen as a quick fix, created distrust, and with nothing being done, the snowball effect sat in.

Change cannot be left to chance.

Check out our resources to learn more about Change Management and stay updated!

PROSCI Methodology in action

PROSCI's impact analysis provides a very accurate overview of the kind of change involved. The following "radar graphs" identify how the project "Mobile Teleprocessing" affects the three main target groups: Area Managers, Domestic Helpers, and Accounting Services. Most dimensions are self-explanatory [1] , but let's point out that processes , systems , tools, and critical behaviours – heavily emphasised in this case study – refer to:

• the "action steps to achieve a defined outcome" ( processes ), or how the provision of care services will be managed and monitored from this point on.
• the "combination of people and automated application" necessary to meet a set of goals ( systems ), in this case, all stakeholders and what is expected from them in terms of promoting, showcasing, and or being able to use the new "Mobile Teleprocessing" system.
• "an item used for a specific purpose" ( tools ), that is, a professional phone and related app to clock out, report, or log other relevant information.
• "a specific response to a stimulus" ( critical behaviours ), in this example, the consistent and proficient use of the professional phone and app.

[1] PROSCI's change impact model offers a robust framework to define the change along 10 dimensions that may impact people involved.  These dimensions or areas typically include Processes (1), Systems (2), Tools (3), Professional Roles (4), Critical Behaviours (5), Mindset/Attitudes/Belief (6), Reporting Structure (7), Performance Review (8), Compensation (9), Location (10). To learn more: https://www.prosci.com/blog/defining-change-impact

After having managed a large number of changes in a wide range of business sectors, Vincent Piedboeuf  dedicates his time helping managers to optimise their return on investment through effective integration of the people side in their change projects. He is one of the most active Change Management instructors and certifies hundreds of people in Prosci methodology every year.

Nelly Tire and Vincent Piedboeuf

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