EatWell Organization’s Diagnosis and Change Strategy

The Diagnosis and Challenges of EatWell

EatWell has plans to improve its operations which will, in the long run, affect its business success. However, it is imperative that the company conducts a business diagnosis to identify and understand the specific challenges it is facing to develop the corresponding strategies. Consequently, the six-box organizational model can be applied as it asks the right set of questions that will expose important information related to company weaknesses that were not known to EatWell before.

Purpose. Even though this factor seems obvious, it is important to understand the nature of EatWell’s business. The company has specialized in meat production for a long time and targets clients that are in need of related goods and services. As a result, all its strategies and resources are geared towards the specific market. Consequently, the sudden venturing into new products as a result of merging with vegan companies is likely to destabilize its operations (Adebayo et al., 2021). Even though the vision and mission of EatWell are not stated, it is clear that the company’s success has been relying on its marketing campaign. Unfortunately, its approach to focusing on its products has undermined other aspects of the business, such as innovation and employee motivation.

Structure. EatWell uses the hierarchical model in its organizational structure, which is based on a top-bottom chain of command approach. Mr. Max Knowitall is positioned as the CEO of the company and heads managers from various departments. Even though this structure is crucial in defining roles, responsibilities, and authority, it presents limitations to EatWell’s growth (Adebayo et al., 2021). The bureaucratic nature of the model hinders motivation and innovation in the workforce.

Relationships. The success of any business highly depends on internal and external relationships that need to be managed well. EatWell lacks a proper channel of communication where managers can give performance feedback to employees, and the latter can provide their feedback (Adebayo et al., 2021). Consequently, the absence of mutual relationships between the entities has resulted in poor motivation among the subordinates.

Rewards. Employees work to receive dividends in terms of salaries, and this implies that the component has the capability of influencing their performance. EatWell lacks a proper incentive system as the company’s culture is mainly based on goals and objectives. The lack of recognition of the organization’s long-term employees has resulted in a decline in performance. There is no connection between the workers’ commitment levels and rewards crucial in enhancing motivation.

Leadership. The challenges facing EatWell are a clear indication of an underperforming leadership right from the CEO. Max K has been pushed to make changes in the company after noticing a tremendous drop in sales. Influential leaders are supposed to predict potential challenges and make necessary preparations, a factor that EatWell has failed to recognize (Zhang, Schmidt, and Li, 2016). The fact that the organization is suffering from a lack of innovation is a clear indication of a poorly managed research and development department.

Helpful Mechanisms. Supporting resources such as technologies, procedures, policies, planning, and organizational processes are crucial in identifying a company’s weaknesses. However, EatWell lacks the mentioned helpful mechanisms because the present challenge in the decline of sales would have been avoided early enough. If the company had a well-established budgeting and controlling system, then the merging decision would have been made early enough (Zhang, Schmidt, and Li, 2016). Moreover, the communication policy is poor because the employees have not been informed of the organization’s plans to merge with vegan companies, and this has resulted in unnecessary anxiety in the workforce.

The Vision for Change for EatWell

Change Vision and Strategy. Creating a picture of what the organization will look like in the future if proper changes have been implemented, the management and subordinates the right motivation to work hard and make relevant sacrifices. Consequently, the first component of EatWell’s change vision is a company that values its employees as crucial assets (Indriastuti & Fachrunnisa, 2020). This implies that the organization will listen to any concerns from its workforce and implement those that are relevant to the company’s success. Additionally, the company will have effective performance appraisals to give development coaching and feedback to its employees crucial to their motivation (Venus, Stam, and Knippenberg, 2018). A good relationship between managers and subordinates creates a perfect environment for creativity and sustainability. The second component of EatWell’s change vision is a company that prioritizes innovation as a key element in facing its competitors.

Drivers and Constraints. The successful implementation of a change management plan is determined by several factors that can act as drivers or constraints, and these elements can be grouped into external and internal. Technology is an example of an external driver, and EatWell will be forced to invest in relevant innovations to implement changes successfully (Errida & Lotfi, 2021). Customer preferences are another element beyond the company’s control that has to be considered. Although EatWell cannot change its customers’ preferences, it has an opportunity to diversify its operations by producing vegetarian products (Furxhi, 2021). Organizational culture is an internal driving or constraining factor that is crucial in ensuring managers and employees work toward the same business goals. EatWell has to develop a culture that encourages communication between leaders and subordinates for motivational purposes.

Change Strategies That EatWell Needs for a Successful Change

Reactive Change. EatWell needs to select an approach to change that reflects the urgency of the transition. Since the company sales are decreasing, a reactive organizational change is required because the firm is on the verge of a financial crisis. This approach provides room for transformation in a quick and simultaneous manner. There are several processes that need change, including communication, motivation, and leadership (R. Alhezzani, 2020). A reactive change ensures all the elements are addressed at the same time and given equal attention. Moreover, the model will take advantage of EatWell’s decision to merge with other companies as a key resource for change.

Collaborative Transformation. Companies majorly comprise managers and subordinates and depend on the nature of the organization at the time of the change. Different approaches can be implemented. Collaborative transformation suits EatWell because there is an urgent need to alter various policies and operational strategies (Marrewijk, 2018). Additionally, the company requires the highest support it can to ensure the changes are implemented perfectly and on time. The approach works well when the involved organization anticipates the transformation and considers that EatWell already has plans to improve its innovation strategies. It is bound to be effective. However, the company will have to engage the subordinates more because there is limited time to effect the changes, yet everyone has a role to play.

Reference List

Adebayo, O., Worlu, R., Moses, C., Ogunnaike, O. and Salau, O., 2021. ‘An organisational diagnostic model for a sustainable organizational performance’, IOP Conference Series: Earth and Environmental Science, 655(1), p.012026.

Errida, A. and Lotfi, B., 2021. ‘The determinants of organizational change management success: Literature review and case study’, International Journal of Engineering Business Management, 13, p.184797902110162.

Furxhi, G., 2021. ‘Employee’s resistance and organizational change factors’, European Journal of Business and Management Research, 6(2), pp.30-32.

Indriastuti, D. and Fachrunnisa, O., 2020. ‘Achieving Organizational Change: Preparing Individuals to Change and their Impact on Performance’, Public Organization Review.

Marrewijk, A., 2018. ‘Digging for change’, Project Management Journal, 49(3), pp.34-45.

R. Alhezzani, Y., 2020. ‘Change recipients’ resistance and salience to organizational re-creation: the effects of participation and coercion strategies on change derailment’, Organization Management Journal, 18(1), pp.2-18.

Venus, M., Stam, D. and Knippenberg, D., 2018. Research: To get people to embrace change, emphasize what will stay the same. Harvard Business Review. Web.

Zhang, J., Schmidt, K. and Li, H., 2016. ‘An integrated diagnostic framework to manage organization sustainable growth: an empirical case’, Sustainability, 8(4), p.301.