Change management deals with the general response of the employees to the company’s new goals and policies. Additionally, it develops short-term and long-term strategies to improve the organization’s performance within the renewed frames of orientation. Throughout the process of establishing the changes and managing different elements within the company that has to respond properly to increase the productivity of the innovations, change management has to address various employees specifically to deal with possible disagreements.
In the context of a simulation of applying the concepts of sustainability in the sunglasses company, the focus of the suggested aim falls on the areas of a more detailed approach to the materials and processes performed within the production. The ground for sustainable production is the maintenance of the three most important indicators of it: economic, social, and environmental (Pusporini & Vanany, 2019). The success and efficiency of sustainable production are heavily dependent on the management of these factors. Environmental indicator addresses the consequences for nature and the availability and sorting of applicable resources, and social indicator deals with the extent of success in the communication between the target audience of the product and its sustainable production. Additionally, the social factor consists of the management of the employees and ecologists’ communication. The economic factor has the most influential role in the change management policy.
Economic indicator often makes employees worry about the future rate of success and decreases their trust in the strategy applied. The main reason behind the disagreement with the sustainable production policy is the subliminal focus on the maximization of profit. As the focus of the sustainable approach is to decrease the negative impact on the environment, excessive measures have to be applied to deal with the consequences of the industrial revolution. Naturally, some employees might find these extra measures useless in terms of the correlation between investment and net earnings. The CEO and director’s roles are to convince the employees of the relevance of the suggested strategies through the efficient use of change management and a concise explanation of the long-term benefit.
As a CEO, the primary role of a person facing difficulties is to provide a general overview of the idea and highlight the conceptual advantages. A CEO has to apply change management as a tool to elaborate on the broad understanding of the suggested sustainability strategy. Therefore, a CEO intertwines the view of an organization as a whole with the positive impact of a proposed innovation, which means that they help the employees to have a better comprehension of the long-term influence of the change.
A director’s role is different, as they have to elaborate on the daily implementation of the change. Essentially, a director has to maintain and present a coherent narrative of the efficient use of the suggested strategy, as well as address specific concerns of the employees to improve short-term performance. When difficulties occur and some people disagree with the changes and express their concerns, the director has to show how these changes can be implemented in day-to-day work without the loss of productivity. For instance, if a CFO doubts the level of profit from investing in sustainable production, the director is responsible for demonstrating the short-term impacts to minimize the concerns, unlike a CEO whose responsibility is to use the long-term success of a concept as a way to juxtapose the doubts. Thus, the most important part of change management in addressing the difficulties and disagreements is to focus on different short-term and long-term perspectives to prove the credibility of the strategy despite the possible concerns.
Reference
Pusporini, P., & Vanany, I. (2019). Selection process of sustainable production indicators using eco-quality function deployment. In IOP Conference Series: Materials Science and Engineering, 528(1), 1-7. Web.