Synergetic Solutions
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Synergetic Solutions
Synergetic Solutions a $6 million dollar company in the business of system integrations, assembling, and reselling leading computer brands. The company recently started making ventures into the network solutions business of designing and implementing complex computer networks. In the simulation, the network solution business made up only 20% of its revenues, and the CEOs goal was to increase the network solutions business to 80% of the companys revenues over the remaining nine months of the year (Simulation, 2011).
Change is inevitable and organizations that resist change are subject to not succeed, organizations must recognize the internal and external forces of change and have an action plan in place to implement these changes efficiently and effectively, and those who do not are in danger of being left behind. Change often causes turmoil within an organization and it is essential that organizations prepare for new transitions, understanding how the changes effects everyone will create a more successful transition and provide a more harmonious work environment.
The internal forces that Synergetic Solutions faced within the simulation included technological capacity, organization of machinery and equipment, financial management, and employee morale. Technology is constantly changing, and Synergetics original business of system integrations was becoming outdated, this segment of the business was no longer growing and Synergetic needed to make a change to enable future growth.
To keep ahead of the competition, and to keep up with changing technology, Synergetic needed to provide training and certification to increase the skills of its current workforce, or hire more experienced certified employees each taking a specific amount of time, money, effort and resources. Synergetic Solutions was driven by a stagnating system integration market to reorganize the network solutions division, the company realized the growth because of external forces to make changes, and since Synergetic Solution is flexible to these changes, it could take the company into areas they had never considered.
To make this change successful, the change leader and CEO at Synergetic needed to first consider how technology affects their employees. In order to stay in business, Synergetic needed to change the way it did business, which meant reengineering its processes. The organization had to rethink and redesign the old processes to fit the new way of business, next Synergetic hired more high skilled individuals and provided training for the rest of the workforce to enable growth in the new market, and within the organization, and reorganized by moving to a team-based structure to support its new business model.
The Synergetic simulation focused on Lewins Three-Step Model, which is described as followed: unfreezing the status quo, movement to a desired end state, and refreezing the new change to make it permanent (Robbins & Judge, 2011). The unfreezing state involves changing what people perceive to be the norm, and overcoming resistance. To overcome resistance managers can increase driving forces by offering incentives to make the change more attractive. Managers can also try to decrease restraining forces by offering counseling to employees, and addressing employees concerns. In some cases a combination of both forces works best (Robbins & Judge, 2011). Once managers have overcome resistance, the movement stage needs to happen quickly to be effective (Robbins & Judge, 2011). After managers successfully implement change, the new status quo needs to be refrozen so that it can be sustained (Robbins & Judge, 2011). At Synergetic, reorganizing the organizations structure and providing ongoing training will help with the refreezing process. The new behaviors of creating network solutions at Synergetic showed its success with increased revenue and company growth.
Kotters