DBA Organisation Transformation (Morrisons)
DBA Organisation Transformation (Morrisons)
DBA Organisation Transformation (Morrisons)
Morrisons plc
Case Study
Consultancy Report
By
Adnan Taha
(L0016SZTSZT0616)
2016
Consultancy Report Page #
Executive summary 1
Performance gap 2
Evidence review 13
Reflection 21
Bibliography 23
Appendix 25
1.Executive Summary
This consultancy report focuses the light on the change proposed. The purpose of this change
is to ensure that Morrisons will be successful company in the long run through tackling the
most significant problems that the company suffers from. This can be achieved by training
salespeople to improve their attitude and make them acquire interpersonal skills, besides,
increasing their salary and adopting the strategy of employee engagement. Moreover,
Morrisons has to be more competitive by reengineering the process of “made by Morrisons”
products. Furthermore, Morrisons should put the focus on distribution channels, online
channel and convenience stores, by choosing the most profitable locations to the convenience
stores through conducting a survey to ask customers questions about the best locations to
them. For the online channel, a specialist company should undertake this task. The problem of
increased absent rate can be tackled by eliminating the process of manager-centred decision
making and giving line managers the authority of decision making.
This will bring a lot of benefits to Morrisons such as increasing market share, profits, the
number of customers and the share price. Also, the cost of production and absence rate will
decrease. Furthermore, employees’ productivity and customers’ loyalty will go up and the
company will be able to attract rivals ‘customers.
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2.Introduction
The main objective of this consultancy report is to propose agenda for change to Morrisons by
focusing on the most significant problems that Morrisons is suffering from. This can be done
through the following:
Morrisons holds fourth position in the grocery industry in UK. Tesco comes first, then it is
followed by Sainsbury’s, while Asda comes third. In 1899, William Morrisons established his
small shop for selling egg and butter in Bradford where the headquarter lies there now. By the
years of 2004, Morrisons has started to increase its presence in Wales, Scotland, besides to
London. In that year, Morrisons took over Safeway as well. The number of staff is about
117000 employees, while the number of stores is 569. Morrisons ‘market share is 10,4%.
Tesco comes first at 28.1%. It is followed by Sainsbury’s (15.9%), while Asda holds third
Position at 15.7% (Statista,2016).
The industry has experienced price war among Tesco, Sainsbury’s, Morrisons and Asda. This
war has caused loss because of the intense competition. This war reached its peak between
2013 and 2015. The intensity of rivalry has started to reduce now. Retail think tank (2014)
performed study on the consumer behaviour in the grocery industry in UK. The findings have
pointed out that online channel and convenience stores will be the best channels for shoppers
who like avoiding congested roads and saving time. Wharton (2007) did research into retail
customer dissatisfaction and the finding was that unwelcoming salespeople and word-of-
mouth lead to losing business.
3. Situation analysis
Morrisons aims to close any gap between the actual performance and the goal(desired)
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performance or reducing it for making sure that this gap will disappear for a long time.
Closing or reducing the gap can be doing by making changes(improvements). Morrisons
experiences the following gaps:
Six sigma is a model used for organizational transformation or change to a firm willing to
change. Generally speaking, organizational transformation is making change at all
organization levels but change is making improvements in some sides. Six sigma, as a model
for change, is divided into five levels of performance as the following:
1- Define. In this phase of performance, we would know the most significant problems
that exist in the company. The problems are as the following:
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number of customers will decrease.
2- Morrisons is not competitive in the market, whereas Tesco, the second largest retailer
in the entire world, is operating in the market. If Morrisons cannot be competitive, this
means that the company will lose more customers and Morrisons will be unable to
acquire new customers. Also, this means a decline in the market share and in the share
price as well.
3- Channel constraints because Morrisons’ online channel does not work well compared
to the rivals. Also, Morrisons closed all the convenience stores as well. Ignorance of
this problem will result in disastrous consequences because there has been a change in
consumer behaviour in UK. Online shopping and shopping at convenience stores will
be the best shopping pattern to customers in UK. We have to be realistic about this
problem that poses a real threat to Morrisons as a brand equity.
4- Line managers have sent reports to their managers to make decisions about the
subordinates’ absence. These reports need a long time to be processed by managers.
This delay pushes some employees in other departments to take the matter lightly. So,
some of them have become absent from their work without reasonable excuse. This
will increase the labour cost that all organizations aim to reduce it and this problem
has become worse because employees from other departments take it lightly. So,
employees’ productivity and employees’ loyalty to the company will go down.
2- Measure. This stage answers the questions about the sources of information gathered
about the problems (measurements) to judge confidently that there is a problem or
problems. In other words, how is the process measured? what is its current
performance now? This is to know the shortcomings in the processes.
For the first problem, apart from other problems such as the intense competition
between the retailers in the grocery industry, it is noticeable that salespeople are not
welcoming. The information gathered about this problem is based on number of
problems observed between salespeople and customers (75 problems observed),
number of complaints against salespeople (85 complaints) and number of notes taken
by line managers about salespeople’s attitude and their way of communicating with
customers (36 notes). It is clear now that salespeople’s attitude poses a real risk to
Morrisons.
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market has experienced a decline from 11.9% in 2012 to 10.4% in 2016
(statista,2016). This means that Morrisons is not competitive enough. Morrisons,
therefore, has to think out of the box to enhance the competitiveness.
Regarding to the third problem, Channel constraints. Morrisons closed all non-
profitable stores (Morrisons annual report,2015). Morrisons did not state in the annual
report that the company sold all the convenience stores of 25 million pounds because
of the bad location that caused huge loss (Simpson,2015). Furthermore, Morrisons has
witnessed poor sales because its online channel has not worked well (Jim,2015) and
the company did not state that in the annual report. This disagrees with the combined
code that urges firms to exercise honesty, frankness and transparency. The
consequences of channel constraints are clear because sale figures have seen a decline
from18.116 million pounds in 2013 to 16.816 million pounds in 2015
(Morningstar.2016).
For the fourth problem, the reports about subordinates’ absence are available in top
managers’ desks and line managers’ desks (90 absence cases). This problem is risky
because absence without reasonable excuse may become a habit for employees
working in other departments. Also, the cost of staffing will increase; productivity will
decrease and many employees become disloyal to the company.
3- Analysis. This phase of performance answers the question about the root cause of the
problems at hand and the major reasons for the emergence of the problems.
The major reason for salespeople’s attitude is attributed to their lack of interpersonal
skills and salespeople get paid low salaries compared to employees working in other
departments. Each employee has the right to get paid a good salary to live in a good
standard of living. The absence of good materialistic incentive pushes the employees
to underperform.
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Morrisons more competitive than other rivals.
For the fourth problem, the reason is that the authority of making decisions is
concentrated in the top managers and this causes a delay. Line mangers have sent
reports about their subordinate’s absence and the managers are busy with other
matters, while line managers are not entitled to make decisions about this issue.
4- Improve. In this stage of performance, we have to take the best actions to ensure that
the problems will be tackled and the root causes of them will be removed.
For the salespeople, Morrisons should train the salespeople for acquiring the required
skills. Also, Morrisons has to motivate salespeople by materialistic incentive through
increasing the salary from 9 pounds for work hour to 11 pounds for work hour to make
them pay more attention to their work. Active salespeople mean shorter waiting time
and this will enhance customer satisfaction, while unwelcoming salespeople mean that
there are a lot of employees who do not prioritize their work. Therefore, the healing
practice for this problem is employee engagement. Sadly, only 17 % of companies in
UK adopt this strategy although it is a profitable one and the consequences of adopting
the strategy are encouraging. This change will support employee value and the
outcome will be encouraging such increasing sales and profits.
1- Increasing cash flow, especially all retailers, operating in this industry, are
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suffering from illiquidity because they buy the products from suppliers on credit.
2- The cost of production will decrease because of the increased production,
especially the company has skilled workers and high quality of machines.
3- Avoiding the risk coming from suppliers who may stop providing Morrisons with
the food products.
4- Manufacturing food products will be cheaper than outsourcing, especially the
European suppliers after Brexit.
5- The cost of the process will include freight cost and other reasonable expenses
because the gulf countries do not impose high tax on imports.
The constraint on expanding in manufacturing other food products is financial
resources but this will not need so much cash if Morrisons will start with foods
that do not need new machines. Over time, this process will make cash available to
Morrisons that can purchase the new required machines. By reengineering this
process, Morrisons can be more competitive and the cost of production will
reduce, then the company can offer this type of products at competitive prices
compared to the rivals. This process will make the customers more satisfied and
the customer will prefer the company’s products to other companies’ products.
Also, the company will be more competitive and the share market will increase.
The company should face the fourth problem by changing this culture, the
concentration of decision making in top managers, should be changed by giving
line managers the authority of decision making. Also, employee engagement has
a positive impact on employee absence rates because highly engaged workers
mean less absence rate and more employees ‘productivity. Also, the company will
increase customer value because this solution means shorter waiting time.
5-Control. In order to maintain and monitor the actions (improvements) that
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should be measurable through giving them metrics (performance measurement).
This is to make sure that the actual performance matches the desired performance
after making corrections.
To gauge the improvements, the model used for measuring the performance is
shown in the table (1) in appendix (1). The methods are policies that if the
company implements them, then it will reach the sub-targets. If the company
reaches their sub-targets, this means that the company achieves its final target. For
the first problem, If Morrisons implements training, salary increases and employee
engagement that are methods, then the number of complaints against the
salespeople and the number of problems observed between the customers and
salespeople will reduce, reaching less than 3 problems for each. This will enable
the company to reach its final target that is improving salespeople’s attitude. The
same goes for the other problems.
Any organizational transformation proposed means that these improvements will positively
reflect on the stakeholders but customers comes in the first place. So, we will explain the
effects of the improvements proposed on the customers, the employees, the suppliers and the
shareholders. Improving salespeople ‘s attitude will encourage the current customers to shop
at Morrisons. Also, this improvement will attract new customers (rivals’ customers) to shop at
Morrisons. So, sales will increase. Reengineering the process of “made by Morrisons” will
allow Morrisons to sell the products at competitive prices and this will enhance customer
value. So, sales and the market share will increase. Convenience stores and online channel
will contribute to enhancing customer satisfaction because the products are easily obtainable.
Hence, sales and profits will go up. For the fourth improvement, the operations will be done
quickly and this will reflect on customer satisfaction such as shorter waiting time. The effects
of these improvements will reflect on the employees as well. The salespeople will pay more
attention to their work and treat with the customers tactfully. Also, after adopting employee
engagement, the engaged employees will be more loyal to the company and their performance
and their productivity will increase too. Absence rates and the cost of staffing will go down as
well. Shareholders ‘value will increase as a result of an increase in share price due to an
increase in sales and the market share. As a result of the improvements, the company will be
able to pay suppliers on time and supplier relationship management will plays an important
role in purchasing goods at competitive prices. These improvements will enhance customer
value and keep the company’s health in the long run and this is the core of the organizational
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transformation.
As shown below in the conceptual model, the problems, such as salespeople’ attitude and the
problem of competitiveness, are symbolized as square. The root causes of these problems are
shown as rectangle such as lack of interpersonal skills and low salary, while the solutions are
symbolized as rounded rectangle such as training and increasing salary. The risk is
represented as oval such as financial resources for convenience stores, online channel and the
reengineered process, while the risk of location for the convenience stores. The target is
shown as diamond. The target is proposing agenda for change and the results of reaching the
target are symbolized as circle such as an increase in sales, share price, market share and
employee’s productivity.
Training and
Lack of
Employe
Interpersonal
Salespeople’s engagement
skills
attitiude
Low salary
Increase
in salary
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The diagram illustrates the conceptual model for the problems and the solutions.
For the first improvement, Human resources management(HR) will lead this improvement by
training the salespeople and make them acquire the interpersonal skills. If Morrisons has no
qualified people, a specialist company will undertake the task and HR should choose a
company that is able to perform it at a good price and a high quality. For the second and the
third improvement, channels and reengineering the process, cross-functional team will lead
these improvements because both of them need a lot of functions such as procurement,
customer service, logistics, information technology(IT) and marketing. The board of directors
will lead the fourth improvement that is giving line managers decision making authority.
1- Improving salespeople’s attitude. This will lead to customer retention and word-of-
mouth will help Morrisons to attract rivals’ customers. Salespeople will be more loyal
to their company and their productivity will increase too. So, revenue will go up.
2- Reengineering made by Morrisons will result in an increase in market share, profits
and cash. Also, Morrisons can sell the products at a competitive price.
3- Convenience stores and online channel. This improvement is very important because
of the change in consumer behaviour. Morrisons can attract new customers (rivals’
customers). Also, the company can increase profits and its market share. Furthermore,
the company will satisfy shareholders value by increasing the share price.
4- Giving line managers the authority of decision making. The improvement will
decrease the cost of staffing and absence rates. This improvement will make the
employees more loyal to their company, especially after adopting employee
engagement and their productivity will increase as well.
Morrisons will lose more customers because of salespeople’s attitude. Word of mouth will
have a negative impact on the company. Also, the company cannot attract rivals’
customers. So, market share and profit will decrease. If Morrisons does not reengineer the
process (made by Morrisons), the company cannot be competitive. Therefore, the market
share will decline. The consequences of not rebuilding the convenience stores and online
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channel are devastating. Profits, market share and sales will decrease and the company
will lose the current customers because of the problems with accessibility. Not giving line
manager decision making authority means an increase in labour cost and many employees
will be absent from their work without reasonable excuse. So, many employees will be
disloyal to the company and the productivity will go down. Customers waiting time will
increase too.
7. The risks perceived in implementing the change and ways to overcome these risks.
The first improvement, improving salespeople’s attitude, may be costly if the company
has no qualified people who are capable of performing it. In this case, the company should
find a specialist company at a good price and a high quality. For the second change,
reengineering the process of “made by Morrisons” may need cash. So, the company has to
expand in manufacturing goods that do not need new machines. Over time, the company
can purchase the new required machines from money can be available from this process.
Rebuilding convenience stores need a lot of cash. Therefore, Morrisons should start with
the most profitable locations. In this way, the company can finance the next convenience
stores from these profits. The new Online channel may be expensive and the company has
to find a company that is able to undertake this task at a reasonable price and a high
quality.
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Change/improvement Target Leading Timeline
change
2017 2018 2019
Improving Less than 3 HR or 2017 - -
salespeople’ attitude complaints, less specialist
than 3 problems institution
observed and
less than 3 notes
taken by line
managers
Expanding in made -An increase in Cross- 2017 2018
by Morrisons market share functional
from (10,4%) to team
(13%). This
means that the
total revenue
will go up too.
-sales from
other countries
comprise 8% of
total sale
Convenience store Sales comprise Cross- 2017 2018 2019
15% of total functional
sale team
Online-channel Sales constitute Cross- 2017
20% of total functional
sale team
Line managers’ Absence rate The board 2017
decision making decreases by of directors
authority 90%
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Second: Evidence review
A company’s share price is no longer the compelling evidence that the company will succeed
in the long run. Therefore, a company should be curious about organizational transformation
to face the external changes related to costs, skills, customer’s expectation …etcetera and to
face the intense competition as well. The company should review its businesses to discover
the gaps, then work on them to close or reduce them. Also, it has to transform from reactive
company that is concerned with solving the current problems to a proactive one that is able to
expect the coming problems to tackle them. This brings many benefits such as reducing costs
and eliminating duplication.
1-Organizational Transformation.
2-Gap analysis.
5-Employee Engagement
Six Sigma
6-Organizational culture change.
Organizational
culture
Gap
Organizational Analysis
Transformation
Employee
Engagement Business Process
reengineering
(BPR)
Mckinsey & company (2011) stated that organizational transformation is a way to make a
company strive and grow through aligning its strategy, people, technology and business
processes. The purpose of organizational transformation is to maintain a firm’s performance
at a high level in order to face the following:
1-External changes. Firms are operating in a changing world and this may put a firm’s
existence at risk. Therefore, the firm should proactively act to survive and grow.
2- Intense competition: The intensity of competition among companies which belong to the
same industry is increasing over time and it cannot be overlooked or ignored. So, the
company is forced to transform from its current state to required state. The company’s share
price does not mean that it will survive for ever and it should manage itself in this changing
world through focusing on company’s long-run health by renewing, aligning and executing
faster than rivals.
PWC (2014) asserted that gap performance is between strategy intent and strategy
performance. This gap poses a real threat to firms that should align their strategy in order to
make long and short-term profits. PWC conducted a survey on US firms’ readiness for
organizational transformation and the findings have pointed out that only 50 % of firms are
ready for it in response to the competition and the environmental change. The firms are
successful when they pay more attention to strategy alignment because companies should
leverage its operations to increase customers’ value. Unable companies to align its business
units will result in more dissatisfied customers and increase costs.
Consulting research group (2010) stated that the purpose of organizational transformation is
to reduce cost, increase profits, eliminating duplication and processes that cannot create value.
organizational transformation goes through phases as the following:
1- Organizational assessment.
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The company is assessed from top to bottom in relation to risks, leadership
commitment, organizational requirements (plans, experienced staff …etcetera) and
human resources (HR) to align HR to the strategic objectives.
2- Transforming.
It means transforming a company from current state to required state. The success of
this step depends on HR alignment with the strategic objectives. In other words,
allocating HR needed and other resources to processes that create value.
3- Performance monitor.
To know shortcomings in processes and explore opportunities available in processes
as well through exploring the root cause of each problem.
4- Process improvement.
Through giving solutions to each problem to tackle the company’s problems
5- Performance review.
By giving processes indicators (metrics) to be reviewable.
We should notice that the programme used for organizational transformation is different
from firm to another but all of them follow the same guidelines such as the problems, the
major reasons for the problems, improvements(solutions) and giving metrics to the
improvements for monitoring them. After implementing the organizational transformation,
the company transforms into one efficient team that manages the strategic objectives with
focusing on sustainability for the future. Also, we have to pay more attention to the concept
of organizational transformation and change management. Change management means
making improvements by implementing limited initiatives that may not include all aspects of
the organization, while organizational transformations means a radical change by
implementing a lot of initiatives to reinvent the firm. Organizational transformation is riskier
than change management.
Mckinsey & company (2011) argued that the successful organisation transformation answers
the following questions:
Consulting research group (2010) asserted that the success of organizational transformation
relies on many criteria. Some of them are the following:
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Dumitresu and Dumitrache (2011) asserted that Six Sigma aims to improve the financial
performance to the company through focusing on reengineering the processes to produce
distinguished products/services. This model is interested to meet customers ‘needs through
offering products/ services at a competitive price and a good quality. Motorola developed six-
sigma in 1981 in order to rise up the quality and to get rid of the root causes of defects and to
decrease variation and defects resulting from manufacturing. Motorola could rise up its
competitiveness and increase its value through increasing customer satisfaction as a result of
developing the six-sigma model. Motorola could save about 17 billion dollars as well.
Jarrar and Neely (2008) stated that the critics of the model believe that the model is designed
to apply the scientific management but not all organizations are used to applying the scientific
methods of six sigma. Also, the model inhibits innovation because it has proven successful in
reducing variance, eliminating waste and increasing profits and productivity. So, when the
model becomes part of organization’s culture, it will prevent the employees and managers
from thinking in an innovative way. In addition to that, the companies that succeeded by
applying the model such as Motorola and GE did not document their cases in a scientific
manner. Therefore, the success may be accidental.
Neill (1999) argued that because of the intensity of competition for costs, quality, flexibility
and responsiveness, BPR has attracted managers ‘interest. The reason for this is that BPR
plays a crucial role in creating sustainable competitive advantage. BPR greatly contributes to
supporting a company’s performance. Making improvements in processes help any company
as the following:
1- It helps the company with customers who are aware of products ‘alternatives.
2- It assists the company in relation to competition that is intense to meet customers
‘needs.
3- It helps the company with change that has become continual to a company.
The role of BPR is to facilitate matching between market opportunities and firm’s capabilities
to make the firm grow over time. BPR is related to outsourcing because if the firm decides to
manufacture a product instead of purchasing it from suppliers, this will reflect on costs. The
company can use BPR if the company suffers from severe problems, the company that
expects risks or the company that likes to take advantage of opportunities to differentiate itself
from rivals.
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The success of BPR relies on the following:
Hernaus (2008) stated that BPR is a new approach to the firm’s design to get solutions for
problems related to competitiveness. The purpose of organizational change is to offer better
customer service, higher quality, faster delivery, lower inventory and to fulfil orders on time.
There is intense correlation between the organizational transformation and BPR. BPR is part
of organizational transformation. BPR assists the company to be more capable of competing
with its rivals.
Edwards and Peppard (1997) stated that any company should opt the process or processes that
bring benefits to a firm after reengineering it or them and BPR takes many months.
The operational processes are mostly the most profitable ones and they are the core of BPR.
It means that employees’ desire and their ability to assist their firm to make success through
doubling their best efforts to make the firm gain sustainable competitive advantage. Others
define employee engagement as employees involvement and making them feel enthusiastic
for their work. Management literature differentiates between employee engagement and job
satisfaction. The latter is used as a basis for employee engagement. All management literature
agrees that employee engagement focuses on the relationship between employees and
employers. So, some of them state that Employee engagement means employees’ loyalty to
employers. This concept is based on organizational citizenship behaviour (OCB) that means
employees ‘behaviour is focused on company’s progress. Also, the notion of employee
engagement is based on commitment to firm’s strategic objectives. There are five drivers
should be available to make employees highly engaged as the following:
The best consulting firm at employee engagement, Gallup, has found out that the success of
employee engagement depends on manager and his way of communicating with his
employees. Also, most drivers are not financial ones (Markos and sieve, 2010).
The Henry Miller group (2014) argued that a company with highly engaged employees has
experienced an increase in satisfied customer’s rates and this firm can make more profits than
a firm with less engaged employees. Also, well engaged employees put all the focus on their
work where tasks can be done in a short time. Furthermore, this firm has less turnover rates
and less safety incidents as well. Less absence rates among employees and less theft rates too.
Moreover, highly-engaged employees are interested in the quality of products offered to
customers.
Organizational culture is assumptions are taught by employees in the company about how to
solve problems. These assumptions become more familiar, valid and accepted among the
employees over time. Also, the assumptions will be taught by the new employees as well.
So, Organizational culture may support or hinder the strategic objectives (Desson and
clouthier, 2010).
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Muscalu (2014) asserted that there are reasons for changing the organizational culture as the
following:
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Third: Reflection
1- Knowledge gained.
I have gained too muck knowledge of organizational transformation. All managers should
put the focus on company’s health in the long run. This means lasting successful
company. So, the topic of performance gap is important to any company because of
transforming it from current state to better state. Also, Managers should pay attention to a
company’s share price but this does not mean that the company will succeed for ever.
Improvements in processes, risk management, internals factors and external ones should
be taken into account. Managers should think in an innovative way by reengineering
processes, especially the operational processes that enhance the company’s performance
and add value to customers.
The organizational culture plays a crucial role in the success of any company. This
culture should be reviewed and assessed to change it if a company needs that because a
lot of mistakes could be made because of this culture. Also, the organizational culture
reflects the company’s personality. Moreover, in addition to the materialistic incentives,
the nature of the relationship between employees and employers is more important than
other incentives. A lot of studies have stated that employee engagement is very important
to make any company successful and it does not mean materialistic incentives only.
Furthermore, Human resources (HR) are very important ones to any company that strives
to transform into better state because HR are the basis for any organizational
transformation and change. Also, the organizational transformation is concerned with
people (customers, suppliers, managers). Performance measurement is important to
monitor the improvements and the company should concentrate on them.
This module is useful because any researcher should follow the logical thinking such as
identifying the most significant problems, the root causes of the problems, solutions and
monitoring. Also, I have learned from this module that I have to propose agenda for
change in my personal life. I mean that I have to make improvements in my working life
such as new skills and new knowledge because the labour market is competitive.
2- Challenges
I have some difficulties when making this assignment. The subject of organizational
transformation covers many topics such as performance gap, models for change,
organizational culture and others. So, I have to read deeply about these topics. Also, I
have difficulty in identifying the problems that the company is suffering from because the
problems should be significant. The problems that affect the company’s performance in
the long run because we talk about company’s health and sustainability. Furthermore, the
model used for change. There are a lot of models used for change such as six sigma and
gap model. So, I have to read many models to choose the fittest one.
For the performance measurement, the model of six sigma requires that the company has
to monitor and control the improvements in the processes by giving metrics. The metric
depends on the nature of improvement. Hence, I have to read about it and think of the
most suitable performance metric for each change. Moreover, the term of conceptual
model is not new to me but I should read about it to draw my own conceptual model
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related to the problems, the root cause of each problem, the solution for each problem, the
risk resulting from each solution and the expected outcome of implementing the
solutions. So, it was not easy task but I have studied hard to achieve the task.
Moreover, identifying the process that brings benefits to the company after reengineering
it and how I can expect the process after reengineering it is the most challenging task. I
am convinced that the notion of business process reengineering should be applied in this
assignment. So, I read a lot of articles about it.
3- Employability skills.
I do not say that I am highly experienced but I have gained too much knowledge of how a
company can transform from current state to better state. This can be done by identifying
gap performance between the goal performance and the actual performance. The point is
to know the root causes of the problems to work on solving them, then giving metrics
(performance measurement) to monitor them. I plan, as a leader, to use this knowledge
efficiently to greatly contribute to the company’s progress. Also, I have a good
background on performance measurement now to monitor organization’s performance
and it is a vital one to any firm, especially the global one. This will benefit the company
where I will work in.
In addition to that, I have benefitted from this module a lot because this subject gives the
way of logical thinking to solve any problems. This will differentiate my performance, as
a leader, in any workplace. In my working life or in any workplace, as a leader, I will
focus on the most significant problems that affect a company’s health in the long run and
I will put all my focus on this type of problems. Also, sustainability should be taken into
account because the gap should be closed or reduced for the long run.
Moreover, I will think in an innovative way to solve the problems that a company suffers
from using some strategies that have proven successful such as business process
reengineering and employee engagement. Furthermore, I will focus, as a leader, not only
on the problems but also on the profitable processes that can create better value after
reengineering them. In this way, a company can acquire new customers and increase
customer value.
To sum up, I have learned from this module that a leader should formulate the problems
in his own conceptual model to broaden his horizon about the problems, risks and the
solutions and I will follow this way in my working life. The subject of organizational
transformation is very wide and I plan to read about it more to gain too much knowledge
of this area due to the effects of global crisis.
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Appendix (1)
-Giving line managers the Absence rate fells by 90%. Speeding up the operation.
authority of making decision
(Change in organizational
culture) and employee
engagement. Also, employee
engagement
The table explains the metrics used for monitoring the change proposed.
25
26