Introduction
Business tools and frameworks play a crucial role in evaluating strategic management, helping analysts make informed decisions and solve problems. They are also effective in defining the most concerning areas in the change process and identifying potential obstacles. Some of the most popular tools in this context include Lewin’s Change Model Theory, the McKinsey 7S framework, and Kotter’s 8-Step Model. This essay thoroughly discusses the mentioned frameworks, proposes an appropriate instrument for Emirates Airlines, and offers a personal reflection on the topic.
Change Models Overview
Lewin’s, Kotter’s, and McKinsey models are all relevant strategies in change management, and companies should carefully evaluate their needs and objectives to choose the most appropriate tool. Among the mentioned frameworks, Lewin’s theory was established first in 1947, and later theories borrowed some of its elements (Agazu, Birbisa, and Werke, 2022). It proposes a 3-step change process that mitigates the most significant barriers, such as employee resistance to change and a lack of clarity.
Despite its age, the theory is still used with great success across industries, including business and healthcare, where change and innovation are crucial (Harrison et al., 2021). Moreover, it is the simplest model among the three, which is another benefit for managers and change agents with less experience; however, it is less suitable for Emirates, given its highly competent workforce and skilled leaders.
Both Kotter’s and McKinsey’s models can be highly effective in change management due to their multifaceted approaches, which focus on structure, shared values, and other internal and external variables. McKinsey does not provide a step-by-step solution, but it offers critical insights into seven main organizational elements that guide managers’ decision-making (Suwanda & Bernardus, 2022).
Although it enables an in-depth analysis of the company, it makes the framework challenging to use. Lastly, Kotter’s model provides a comprehensive 8-step solution to change, emphasizing effective communication, a clear vision, and the pivotal role of change agents (Agazu, Birbisa, and Werke, 2022). In a sense, it is a more advanced version of Lewin’s framework, better suited to the increasing demands of contemporary businesses.
In the case of Emirates and the proposed strategic plan, McKinsey’s 7S is the most appropriate tool. As thoroughly described in the previous paper, Emirates’ current vision and mission focus on consistent growth, making a substantial growth strategy a reasonable choice. A force-field analysis below confirms this assumption by examining the driving and restraining factors.
Since the selected strategy does not call for drastic changes to strategic goals and operational processes, McKinsey’s 7S is a suitable model, as it offers the most detailed insights into the company’s functions. Moreover, it might provide more information on potential changes in the organizational structure and resource implementation plan (see Figure 2). Ultimately, McKinsey’s 7S is the appropriate choice due to its focus on in-depth analysis of organizational features, rather than emphasizing change mechanisms.
Reflection
After learning more about change management tools, it is evident that being a leader and a change agent is a highly rewarding but complex task. This approach requires significant competencies and varying skill sets to succeed in this field. I would focus on effective, transparent communication to support my leadership and facilitate a collaborative approach within the company, as this is the single most crucial element of being a change agent. In addition, it is vital to excel in decision-making, problem-solving, strategic thinking, motivating others, and emotional intelligence to become a leader who can implement positive change within an organization.
Conclusion
Business management and change implementation are complex processes that require exceptional leadership and change management competencies. In the case of Emirates, McKinsey’s 7S appears to be the most practical tool for assessing and conducting an in-depth analysis of the company, which would help inform strategic growth decisions. However, regardless of the framework, leaders and change agents must acquire a large number of competencies and skill sets to succeed.
Reference List
Agazu, B. G., Birbirsa, Z. A. and Werke, S. Z. (2022) ‘Leadership models and change management: a systematic review’, Research Square.
Harrison, R. et al. (2021) ‘Where do models for change management, improvement and implementation meet? A systematic review of the applications of change management models in healthcare’, Journal of Healthcare Leadership, 13, pp. 85-108.
Suwanda; N, and Bernardus, Y. (2022) ‘Literature reviews: McKinsey 7S model to support organizational performance’, Technium Social Sciences Journal, 38, pp. 1-9.