Change management presentation.businessm.pptx

Change management slide share

1. Change Management within Digital Transformations (Amelia Ivars & Caroline Sandvik)

2. Group Member: Nimra Saleem Mahrukh Amjad Najma Batool Areeba Aksar Mahnoor Akhtar Submitted To : Ms. Javeria Tariq

3. Introduction: Organizations today are under pressure from the changing environment, where global trends such as digitalization entail constant changes which affect the conditions for how organizations should run their business. Thus , organizations need to learn how to manage changes which arise from both internal and external causes, and change management is increasingly important to work with (Dempsey et al, 2022; Hallin et al., 2020 ). In other words, digitalization is a large factor of change which affects multiple parts of an organization, where digital transformations include e.g., changes of professional roles, methods of working, and the market ( Sjöberg , 2021). For instance , individuals may resist changes due to lack of trust to their leader (Kane et al., 2017 ), receiving unclear directives, bad support, poor communication, and lack of commitment ( Bellantuono et al., 2021)

4. Problematization : Researchers such as Drahokoupil (2020 ) claim that the automotive industry is at the forefront of technology introductions, for example with technologies such as industrial robots. Thus, this study will focus on the automotive industry. Furthermore, there is a failure rate of between 66% to 84% for digital transformation projects ( Correani et al., 2020) , and there already exist several studies focusing on factors as to why digital transformations fail (Jones et al., 2021; Gupta, 2018; Mielli & Bulanda , 2019) . Thus, it is relevant to study success factors for managing a digital change .

5. Theoretical Framework: The structuring of the theoretical framework is inspired by Hallin’s et al. (2020) conclusion that managing a change project relates to questions regarding identification of important actors, planned activities and communications for the change initiative and the goals of the change. Thereafter, how to approach managing digital change projects is described by addressing the following three areas: Individuals (important actors) leadership (communication and important actors) Designing a digital change project (planned activities and goals of change).

6. Visualization of the theoretical framework concepts: The analyzation model showcases the connections between the different concepts studied in the literature review which is highlighted in the theoretical framework. It is presented here as a visualization of how to interpret the theoretical framework. Working with a digital change project involves implementing a digital transformation and working with change management, which implies that both concepts should be addressed when managing the digital change. Furthermore, managing a digital change involves being aware of individuals resistance and readiness, where it is important to understand technology specific resistance factors and different behaviors and reactions. Managing a digital change also involves understanding leadership, including different characteristic traits and communication styles adopted by leaders. Additionally, it is necessary to learn how to design a digital change project, which involves utilizing change management models and working with project management.

7. Analyzation Model:

8. Research Study: Objective: Understand change management in digital transformation projects. Approach: Qualitative method chosen for deeper understanding. Rationale: Address the high failure rate in digital transformation projects. Methodology: Deductive approach with literature review and case study.

9. Case Study: Industry Focus: Automotive industry chosen due to its significant digital transformation. Case Company: Leading automotive manufacturer in Sweden. Project Focus: "Project X" involved establishing new in-house production methods.

10. Literature Review: Topics: Change management, digital transformations, Industry 4.0, etc. Sources: Academic databases, snowballing technique, relevant reports.

11. Interviews: Method: Semi-structured interviews for descriptive data collection. Sampling: Theoretical sampling to ensure relevance. Respondents: Handpicked from various roles within the organization. Interview Process: Conducted digitally or in person, recorded and transcribed.

12. Method Discussion : Validity and Reliability: Ensured through peer review, comparison of literature, and thematic analysis. Transferability: Limited to the studied case but may apply to similar contexts. Trustworthiness: Maintained through open-ended questions, anonymity, and comparisons between data sources.

13. Ethical Consideration: Principles: Information, consent, confidentiality, and utilization addressed. Confidentiality: Personal details kept anonymous. Utilization: Data used only for the specific study, with company's approval. This study offers insights into change management within digital transformation projects, utilizing a rigorous methodology and ethical considerations.