|Details of Assessment|
|Term and Year||4, 2021||Time allowed||7 Weeks|
|Assessment No||1||Assessment Weighting||100%|
|Assessment Type||Change Management Project Plan and Presentation|
|Due Date||Week 7||Room||Zoom|
|Details of Subject|
|Qualification||BSB60720 Advanced Diploma of Program Management|
|Subject Name||Organisational Change|
|Details of Unit(s) of competency|
|Unit Code (s) and Names||BSBLDR601 Lead and manage organisational change|
|Details of Student|
|Student Declaration: I declare that the work submitted is my own and has not been copied or plagiarised from any person or source. I acknowledge that I understand the requirements to complete the assessment tasks. I am also aware of my right to appeal. The feedback session schedule and reassessment procedure were explained to me.||Student’s
|Details of Assessor|
|Assessor’s Name||ROBERT CUTULI|
|Assessment Result||Competent Not Yet Competent||Marks||/100|
|Feedback to Student
Progressive feedback to students, identifying gaps in competency and comments on positive improvements:
|Assessor Declaration: I declare that I have conducted a fair, valid, reliable and flexible assessment with this student.
Student attended the feedback session.
Student did not attend the feedback session.
|Purpose of the Assessment|
|The purpose of this assessment is to assess the student in the following learning outcomes:||Competent
|Not Yet Competent
|1.1 Identify major operational change requirements according to organisational objectives, performance gaps, business opportunities or threats, and management decisions|
|1.2 Assess risks and opportunities presented by operational change requirements|
|1.3 Consult stakeholders, specialists and experts to confirm the change management opportunities and process|
|2.1 Assign resources to the project and confirm reporting protocols with relevant stakeholders|
|2.2 Develop communication or education plan, in consultation with relevant personnel|
|2.3 Arrange and manage activities for delivery of communication or education plans|
|3.1 Assess performance of communication or education plan against objectives|
|3.2 Identify and respond to barriers to the change according to risk management plans and organisational objectives|
|3.3 Modify communication or education plan according to change program objectives|
|Assessment/evidence gathering conditions|
|Each assessment component is recorded as either Competent (C) or Not Yet Competent (NYC). A student can only achieve competence when all assessment components listed under “Purpose of the assessment” section are recorded as competent. Your trainer will give you feedback after the completion of each assessment. A student who is assessed as NYC (Not Yet Competent) is eligible for re-assessment.|
|Resources required for this Assessment|
|Instructions for Students|
|Please read the following instructions carefully
· This assessment has to be completed In class and At home
· The assessment is to be completed according to the instructions given by your assessor.
· Feedback on each task will be provided to enable you to determine how your work could be improved. You will be provided with feedback on your work within two weeks of the assessment due date. All other feedback will be provided by the end of the term.
· Should you not answer the questions correctly, you will be given feedback on the results and your gaps in knowledge. You will be given another opportunity to demonstrate your knowledge and skills to be deemed competent for this unit of competency.
· If you are not sure about any aspects of this assessment, please ask for clarification from assessor.
· Please refer to the College re-assessment for more information (Student Handbook).
Note: The organisational details used in this assessment have been mostly sourced (and to some extent paraphrased) from the organisation’s website and other relevant external sources. The information used here is solely for educational purposes.
This assessment comprises both the project plan report and presentation as a summative assessment. You are required to prepare a change management project plan and perform a presentation to communicate and educate the change management plan. To complete this assessment, you are required to follow the reporting structure as provided to complete the change management plan (PART A) and communicate using a presentation of your plan (PART B).
PART A – CHANGE MANAGEMENT PROJECT PLAN– 80%
Using the Change Management Project Plan template provided in this assessment, develop a change management plan for
- An enterprise of your choice (within Australia), or
- Use the simulated organisational context of UNIQLO Australia (Fast Retailing Group).
To demonstrate competency will be working towards facilitating a change management within the simulated organisation or the program management you are involved in. To lead and mange change you will be required to analyse and interpret organisational change information, prioritise opportunities for changes, develop a change management project plan, develop strategies to communicate or educate the changes, get approvals from relevant authority, implement the plan, and eventually review and evaluate the change management project plan to achieve the organisational objectives for this change.
PART B – PRESENTATION & COMMUNICATION OF CHANGE MANAGEMENT PROJECT PLAN – 20%
In PART B, you are required to prepare a presentation and then communicate and consult with relevant stakeholders to get feedback and advice on the organisational change management plan that you developed considering all the opportunities, threats, impacts, issues, problems, risks and barriers.
- Your presentation will be a PowerPoint presentation of 15-20 slides using the critical elements of the presentation structure. You may not use more than 20 slides.
- Include a list of reference or sources that you may have used to prepare the presentation.
- Marking weights for the presentation is within the marking criteria table for PART B.
- You are also required to attach the presentation slides at the end of the plan as APPENDIX 1.
SIMULATED CASE ORGANISATION (If not using a program from the organisation of your choice)
Note: Information about the organisation has been sourced mainly from the organisation’s website and also other relevant internet sources.
UNIQLO (owned by Fast Retailing) is a Japanese fashion retail brand and organisation that started from one store in Hiroshima, Japan in 1984 and has grown to more than 1300 stores in 15 countries. This includes stores and branches throughout Asia, London, USA and Europe, our life-enhancing apparel has been embraced and loved by all. The company has been a wholly owned subsidiary of Fast Retailing Co. Ltd. In Australia, UNIQLO Australia Pty Ltd was formed in December 2012. For more information on UNIQLO Worldwide, UNIQLO Australia Pty Ltd and the operations, please visit the organisation’s website at https://www.uniqlo.com.
Organisational mission statement and core values (sourced)
UNIQLO’s Mission Statement states “we consistently provide fashionable, high quality, basic casual clothes that anyone can wear anytime anywhere – and always at the lowest possible market prices.’ And it’s certainly a mission UNIQLO has rigorously stuck to. Anyone who’s browsed one of the brand’s stores or wears its clothing will attest its excellent quality relative to its affordability. Innovation flows throughout the company, from the advanced technicality of its fabrics to the lean, flat, open way the business is organised. Even more impressive perhaps is UNIQLO’s relentless commitment to protecting the planet and securing a sustainable future, not only for itself, but for the whole world.”
The organisation’s core values can be found at
History and Origins (sourced)
Since March 1949, a Yamaguchi-based company, Ogori Shōji (which, until then, had been operating men’s clothing shops called “Men’s Shop OS”) existed in Ube, Yamaguchi. In May 1984, they opened a unisex casual wear store in Fukuro-machi, Naka-ku, Hiroshima under the name “Unique Clothing Warehouse”. Initially, from the contraction of “unique clothing”, the brand was going to register under “uni-clo”.
|However, in 1988, during administration work between Hong Kong in relation to the brand, staff in charge of registration misread the “C” as “Q”, and that is how the brand name was born. From then, Tadashi Yanai changed the store name to “UNIQLO” across Japan. In September 1991, the name of the company was changed from “Ogori Shōji” to “Fast Retailing”, and by April 1994, there were over 100 UNIQLO stores operating throughout Japan.
(Sourced from https://www.fastretailing.com/eng/group/shoplist/)
As of 30 November 2018, the company reported in their Fast Retailing website that 1920 UNIQLO stores were in operation worldwide. Further details on the organisation’s international operations are briefly highlighted in the table below.
|Country||UNIQLO’s International Operational Details|
|UNIQLO opened its first Australian store in Melbourne in 2014. In 2015, it expanded into Queensland, with the introduction of two stores in Brisbane. UNIQLO opened a store in Chadstone Shopping Centre in Melbourne, Victoria, the largest shopping centre in the southern hemisphere, in October 2016 when it was redeveloped. There are currently 14 stores in Australia.
|UNIQLO started their first store at the New Elephant road in Dhaka, Bangladesh, on 5 July 2013. UNIQLO is known as Grameen UNIQLO there due to their social business concept JV with Grameen Bank. There are currently 15 stores in Dhaka.
|The first Belgian UNIQLO store opened in October 2015 at Meir, Antwerp. A second store followed suit at the Wijnegem Shopping Center on March 25 in the same year. 19 October 2017 saw the opening of a third store in Brussels.
|UNIQLO opened their first Canadian store at the Toronto Eaton Centre in September 2016, followed by a second store at the Yorkdale Shopping Centre in October 2016. Measuring at 28,000 and 24,000 square feet, both stores are five times the size of the Muji store that opened in Toronto in 2014. Three new stores in Ontario opened in 2018 at Vaughan Mills, CF Markville and Square One Shopping Centre. Two new stores will open in 2019 at Oshawa Centre in Oshawa and Upper Canada Mall in Newmarket, bringing the total amount of stores in Ontario to 7. A third Canadian store, the first outside of Ontario and the first in Western Canada, opened at Burnaby’s Metropolis at Metrotown in October 2017 to be followed by Surrey’s Guildford Town Centre and Richmond Centre in Richmond, BC. A new store opened at Coquitlam Centre in Coquitlam, BC in 2018. There will also be a new store opening in Edmonton’s West Edmonton Mall in 2018.
|UNIQLO entered the Chinese mainland market in 2002. As of August 2017, there were 555 stores in China, including in Beijing, Guangzhou, Chongqing, Chengdu, Nanjing, Ningbo, Shanghai, Shenzhen, Shijia, Tianjin and Xi’an.
In May 2011, the magazine Shukan Bunshun published a story alleging that UNIQLO had forced employees at its stores and factories in China to work long hours for little pay. In response, UNIQLO unsuccessfully sued the weekly’s publisher, Bungeishunjū, for ¥220 million for libel.
|Hong Kong||UNIQLO has 27 stores in Hong Kong SAR as of May 2018
|On 17 November 2014, UNIQLO opened its first store in Eastern France (and the second store in France outside Greater Paris) in the city of Strasbourg.
|Their German flagship store opened on 11 April 2014 at Tauentzienstraße, Berlin.
|In fall of 2010, UNIQLO opened its first store in Malaysia in Fahrenheit 88 located in Bukit Bintang, Kuala Lumpur. UNIQLO now has 47 outlets located across Malaysia.
|Netherlands||The first Dutch UNIQLO store was opened in Amsterdam in 2018. The official opening was marred by protests against UNIQLO’s unethical business practices in their factory in Jakarta, Indonesia.
|UNIQLO Philippines COO Katsumi Kubota said that the company is opening at least 200 outlets in the country by 2020, when he was interviewed at the SM City Clark during the third anniversary of the global retail brand. It started with five branches three years ago and now has 27 stores. UNIQLO has 56 stores in the Philippines as of December 2018. The Philippine flagship store of UNIQLO, located in Glorietta 5, opened on 5 October 2018.
|On April 2nd 2010, UNIQLO opened its first store in Moscow, Russia. By July 2017 there were 19 UNIQLO outlets in the country, 15 of them in Moscow.
|In April 2009, UNIQLO opened its first store at Tampines 1. Its first flagship store in Singapore and Southeast Asia opened 7 years later on 2 September 2016 at Orchard Central. As of 2017, UNIQLO has 25 stores located island wide.
|In November 2011, UNIQLO generated more than 2 billion won ($1.7 million) in one day’s sales on November 11 when it opened Asia’s largest flagship store in central Seoul. The sales figure was the highest ever set by a fashion outlet in Korea. UNIQLO sales over 1.2 billion USD with 150 shops in South Korea. Lotte owns 49% of UNIQLO’s Korean subsidiary.
|UNIQLO has 67 store fronts in Taiwan as of June 2018.
|In September 2011, UNIQLO opened its first store at CentralWorld. Its largest flagship store in Thailand and Southeast Asia. UNIQLO has 46 store fronts in Thailand as of January 2019.
|UNIQLO began operations in Spain in 2016 with its on-line store and in September 2017 opened its flagship store in Barcelona (Passeig de Gràcia). Nowadays, it also owns a second store in Barcelona.
|UNIQLO currently has 11 stores in England as of 2018. Ambitious expansion plans in the early 2000s were reversed, with 16 stores being closed in 2003, including those in Manchester, Coventry, and Leicester.
|In November 2006, UNIQLO opened its first store in the SoHo fashion district of Manhattan, New York City. New fashion designers joined the store’s team to boost and rebirth fashion concepts catering to the US market. As part of Fast Retailing’s 2020 plan the company has stated that it plans to generate $10 billion in annual sales in the United States from 200 stores, which will lead to a location in every major U.S. city. This goal was stated when the company’s only U.S. presence was its handful of stores in the New York City area, soon after the company began an expansion in the United States.
In October 2015, UNIQLO opened its first store in the Midwest with a Chicago store on Michigan Avenue.
UNIQLO Business Model
UNIQLO is able to produce such an amazing number of unique products because their business model unifies the entire clothes-making process–from planning and design through production, distribution, and retail. UNIQLO’s market share is expanding worldwide as it develops radical new materials together with the world’s best fabric technology innovators and creates basic designs using superior natural materials. UNIQLO LifeWear is high-quality, innovative clothing that is universal in design and comfort.
It is made for everyone, everywhere. UNIQLO leverages today’s increasingly digital world to communicate directly with customers and quickly transform their desires into actual products.
Research & Design (Designers/Pattern makers) – UNIQLO’s R&D centres continually research the latest in new materials and global fashions. One year before a product’s intended launch, the R&D department holds a concept meeting with representatives from the merchandising, marketing, and materials development teams to determine the right design concept for each season. Designers then prepare designs and refine samples. Even after a design is decided, its colour and silhouette can be refined multiple times before the final design is approved.
Merchandising – Merchandisers play a vital role in the product creation process, from design through production. Merchandisers communicate closely with all departments before determining the planning, designs, materials, and marketing required for each season. Deciding product line-ups and production volumes throughout the year is another important part of the merchandiser’s role. Many UNIQLO products are manufactured in huge batches of approximately one million items each. Merchandisers also closely monitor sales levels and decide whether to increase or reduce production during a season.
Development and Procurement of Materials – UNIQLO can secure stable, high-volume supplies of top-quality materials at a low cost by negotiating directly with materials manufacturers and placing large-volume orders. The materials used for core items are particularly important. UNIQLO’s in-depth research and experimentation generates multi-layered improvements in the functionality, feel, silhouette, and texture of our clothes. For example, they work closely with the denim industry’s reputed Kaihara Corporation to source denim to specific spinning standards and dyeing specifications. They also partner with Toray Industries, a world-leading synthetic fibre manufacturer, to create innovative high-function materials and products such as HEATTECH.
Production Network – UNIQLO does not own any factories. They outsource all production to partner factories in China and other countries. They have built relationships of strong trust with partner factories over many years, and hold annual conventions to promote dialogue with factory managers. They also monitor working conditions and environmental protection at textile manufacturers and major fabric suppliers, and help factories implement improvements as needed. Maintaining a win-win relationship with partner factories ensures the production of high-quality products. As UNIQLO expands globally, the company has formed business relationships with partner factories not only in China, but also in countries such as Vietnam, Bangladesh, and Indonesia.
Production Department – UNIQLO has about 450 production team staff and textile takumi (skilled artisans) in Shanghai, Ho Chi Minh City, Dhaka, Jakarta, Istanbul, and Bangalore. Production teams visit partner factories weekly to resolve production quality or management issues. For quality improvements, customer concerns are communicated to the production department.
UNIQLO Takumi Team – “By offering instruction on dyeing technology at UNIQLO’s partner factories, the company encourages workers to embrace a new production management philosophy and improve the factories they work in.
Inventory Control – The inventory control department maintains the optimum level of store inventory. It does this by monitoring sales and stock on a weekly basis, and then dispatching necessary inventory and new products to fulfil orders. At the end of each season, merchandisers and the marketing department work together to coordinate the timing of any price changes, to help ensure that inventory sells out.
Marketing – Each season, UNIQLO conducts promotional campaigns for core products such as HEATTECH, Ultra Light Down jackets, AIRism and BRATOPS. During the campaigns, UNIQLO advertises the products’ unique qualities and noteworthy features on TV and in other media. In Japan, the company use weekly flyers in the Friday editions of national newspapers, email and social media to attract customers with limited-period discounts (usually between 20 and 30%) on key ranges.
Customer Insight Team – The customer insight team is vital to the effort to improve core ranges by analysing huge volumes of requests and comments from online customers. Already, this analysis has helped improve many products such as seamless down, boa sweatshirts, pyjamas and body shaper shorts. Going forward, the firm seeks to develop new products that fulfil customer desires by strengthening cooperation with specialist IT firms to further enhance customer information analysis capability.
Industry ranking between major competitors
The following table exhibits the organisational position in terms of Industry and Market Rankings with major fashion retail competitors.
(Trillion of yen)
|Hennes & Mauritz||Sweden||Nov.||2017||2.43||21.92||+4.0|
|PVH (Calvin Klein, Tommy Hilfiger)||USA||Feb.||2018||0.99||8.91||+8.7|
|AMERICAN EAGLE OUTFITTERS||USA||Feb.||2018||0.42||3.80||+5.1|
|Abercrombie & Fitch||USA||Feb.||2018||0.39||3.49||+5.0|
UNIQLO Business Strategy – Southeast and Oceania
Eight years after opening its first store in Singapore, UNIQLO Southeast Asia & Oceania now boasts 178 stores (Singapore: 25, Malaysia: 43, Thailand: 35, Philippines: 47, Indonesia: 14, Australia: 14). The UNIQLO Orchard Central Store, the region’s first global flagship store, opened in fall 2016 in Singapore and has quickly become a beacon of UNIQLO’s fashion and philosophy in Southeast Asia. Customer support is growing thanks to increased brand awareness and a deepening appreciation of UNIQLO’s LifeWear concept. In FY2017, UNIQLO Southeast Asia & Oceania sales grew to approximately 110 billion yen and operating profit doubled year on year to approximately 14.0 billion yen, helping to improve overall profit margins. Dramatic increases in per-store sales helped push the business onto a strong growth track.
Individual countries within the region exhibit vastly differing climates, cultures, religions and fashion tastes, so the company created specialist design teams to compile product mixes that serve each area’s needs. UNIQLO secured a broader customer base by offering a wider range of essential everyday items for year-round hot climates, such as T-shirts, polo shirts, short pants and UT T-shirts.
The company also developed the HANA TAJIMA FOR UNIQLO collection with UK-born designer Hana Tajima for markets with large Muslim populations such as Malaysia and Indonesia. This collection and Baju Melayu for men are proving extremely popular.
A concerted effort to improve the efficiency of business processes in Southeast Asia & Oceania has resulted in higher profitability. As part of that effort, we transformed distribution structures, worked with distribution companies to achieve additional efficiencies, reviewed in-store inventory levels and improved personnel cost ratios. The company also reviewed new store negotiating process in preparation for a future mass expansion and successfully reduced purchasing costs by increasing local production ratios.
The organisation claims that they are working hard to train new management personnel as part of their plan to accelerate new store openings. The company is intending to focus this rapid new-store development in promising markets with large populations, such as Thailand, Malaysia, the Philippines and Indonesia. The aim is to become the number one brand in Southeast Asia & Oceania. The company is targeting annual growth of approximately 30%, with the overall goal of increasing current sales of 110 billion yen to 300 billion yen over the next five years.
Investor Relations Policy (sourced)
UNIQLO conducts its investor relations based on the fundamental direction outlined below, in order to aid a clear understanding and just evaluation of the company by various stakeholders including shareholders and investors.
The principles of UNIQLO’s IR policy are:
- Fundamental stance on IR activities
- Criteria for information disclosure
- Method of information disclosure
- Internal system for information disclosure
- Disclosure method on future prospects
- Analyst reports
- Market rumours
- Quiet Period
More details on the principles of IR policy are available at https://www.fastretailing.com/eng/ir/policy/
Quality and Work Health and Safety Management System (sourced)
UNIQLO has adopted independent Global Quality and Safety Standards under which the company ensures quality and safety in its products. The UNIQLO Quality Assurance Committee, led by the officer in charge of production, determines these standards, which are even stricter than those required by the countries or regions in which the company operates. Production departments work with partner factories to ensure standards are enforced for all products.
UNIQLO receives customer feedback through stores and Customer Service Centres. Feedback is collected and collated by the Product Quality and Customer Care Team. The Quality Assurance Committee and management respond promptly to any material product defects, determining whether to issue a recall for the product in question. The Product Quality and Customer Care Team collate customer feedback by category, forming responses to improve quality according to the type and number of defects. The team then requests improvements are made at production offices around the world.
UNIQLO also hires third-party entities to conduct sample tests of all materials, confirming quality and safety. Sample tests include tests for colour fastness and formalin. Third-parties are also called in to inspect material quality and safety prior to mass production.
UNIQLO also requires pre-shipping inspections before finished products are shipped from the factory. Inspections include checking for the presence of needles or other dangerous conditions. A third-party entity conducts audits to ensure pre-shipping inspections are performed every time. This is done by hiring a third-party entity to inspect product quality at local warehouses in other countries before goods are shipped to stores.
Compliance and Philosophy (sourced)
All Fast Retailing Group employees are expected to act in a way that upholds compliance, human rights, and the Group’s corporate philosophy. The basic principles of behaviour that all employees are expected to uphold are clearly laid out in the Fast Retailing Group Code of Conduct. All employees are expected to participate in an annual training on Code of Conduct and sign a declaration to uphold the Code of Conduct once they have achieved a deeper understanding of its contents. Fast Retailing aims to ensure compliance is prioritized in all actions by encouraging all employees to aspire to be good members of society, who pursue the highest level of ethics in all their thoughts and actions.
Code of Conduct Basic Principles (copied from organisational website)
The following are the basic principles for all employees of Fast Retailing and its brands.
- Customer satisfaction – We shall endeavour to provide customers with high-quality products and caring service that surpasses their expectations and earns their trust.
- Respect for human rights – We shall respect the basic human rights of all people and shall not commit acts of discrimination or harassment that may undermine a person’s dignity.
- Legal compliance – We shall understand the customs of each country and region where we conduct business comply with all applicable laws and regulations and conduct ourselves in a socially acceptable manner.
- Fair relations with partners – We shall conduct fair transactions with all business partners and build equal, sincere, impartial and fair partnerships with them.
- Appropriate disclosure of information – We shall conduct sound corporate management and disclose accurate and appropriate information to shareholders, investors and other stakeholders at the appropriate time.
- Work environment – We shall not commit a wrongful act or act in bad faith at work and shall maintain a safe working environment.
- Human resource development and fair evaluation – We shall develop all employees to enable them to fulfil their potential and we will be meritocratic in our evaluation of their work.
- Appropriate information management – We shall respect the importance of personal and confidential information and will strictly manage it to prevent leaks and to avoid using information wrongfully or inappropriately.
- Exclusion of antisocial groups – We shall not have any affiliation with antisocial forces or groups that pose a threat to the social order or to public security.
- Protection of company property – We shall make proper use of tangible and intangible company property and protect it.
- Environmental conservation and contribution to the community – We shall always consider our environment and shall be committed to preserving it so that the next generation can live a wholesome life.
- Distinction between professional and personal lives – We shall separate our professional life as an employee of Fast Retailing Group from our personal life and always draw a line between them.
If anyone in the organisation discovers a violation of these basic principles, that shall be immediately reported to and consult with the superior or the in-house consulting service (Fast Retailing Group Hotline). Fast Retailing Group companies shall ensure the protection of privacy of a reporting or consulting individual. This individual shall not be subject to any adverse treatment as a result. However, this shall not apply to an individual who files a false report in bad faith or who files a report for any other illicit purpose.
Employee Relations and Diversity Policy (Sourced)
UNIQLO employees who are working around the world are the engine driving Fast Retailing’s growth. The organisation strives to offer a healthy and safe work environment for all employees. At the same time, the firm believes in promoting diversity and encouraging the building of skills and career development for every employee. People are the central players. The Fast Retailing Way (Group Corporate Philosophy) states that
“…respecting and supporting individuals to foster both corporate and personal growth…” is an important value we share with our employees. As our company grows, each individual builds on their own talents and skills as a professional through their work. We designed our Employee Engagement Policy to support these goals”.
The Three Pillars of Employee Engagement that the organisation follows are:
- Equal opportunity and diversity
- Education and development
- Healthy, secure, and safe workplaces
Further details on the organisations employee engagement and diversity initiatives can be found at https://www.fastretailing.com/eng/sustainability/employee/
Environmental Management and Policies (sourced)
Fast Retailing continues to improve environmental management systems and promote environmental management throughout the supply chain. Fast Retailing works to eliminate all waste in in order to maximize the effective use of resources across all business processes. As we reduce our environmental impact, we also adopt innovative technologies in an effort to build more sustainable business models. The organisation has five core environmental initiatives:
- Address climate change
- Improve energy efficiency
- Manage water resources
- Manage waste, maximize resource efficiency
- Manage chemical substances
Further details on the organisations environmental management and initiatives can be found at https://www.fastretailing.com/eng/sustainability/environment/.
Risk Factors (sourced from website)
Risk factors that investors may regard as potentially having a significant impact on the businesses of the Company and the Group are stated below. The Company, aware of the possibility that these risks may occur, has planned preventive actions and thoroughgoing administrative procedures and strives to take appropriate measures when they occur. The statements with regard to the future are based on
management decision and projections made by the Company based on information available at the time of the publication of the latest securities report as of 30 November 2017.
(1) Risks specific to management strategy
Risks specific to the management strategy of the Group are as follows:
- i) Management personnel risk: Our Representative Director, Chairman and CEO Tadashi Yanai and the other members of the Group management team all play vital roles in the operational areas for which they are responsible. If any of our executives should become unable to perform his or her duties, or if they should become unable to play these vital roles, this could have a negative impact on the Group’s earnings.
- ii) Competitive risks: In the entire Group’s businesses, our customers are ordinary consumers, who are keenly selective when it comes to products, services and prices, and we are engaged in intense competition with rivals both domestically and internationally. If our customers should choose to do business with our competitors, and if our business competitiveness wanes in relative terms, this may have a negative effect on earnings.
iii) Risk of dependency on production in specified geographic locations: Most products sold through Group companies are manufactured in China, other Asian countries and Turkey. For this reason, if there is a dramatic political, economic, security, or legal change in countries where we produce, or a strike by factory personnel or dock workers, or an earthquake, flood or other major natural disaster, this could have an impact on supply of our products. Also, if there is a sharp rise in prices for cotton, cashmere, down or other raw materials, this could have a negative impact on our earnings.
- iv) Risks of corporate acquisitions: One element of the Group’s management strategy is to expand the business through M&A. Our aim is to maximize the enterprise value of the Group by pursuing synergies with target companies and businesses, and striving for optimization of our business portfolio, but there is a possibility of negative impact on results if we are unable to achieve anticipated revenues and effects.
- v) Overseas business risks: As the Group expands its business through M&A, we are steadily expanding our presence overseas. As we open more stores in more countries, it is expected that our overseas business will make up a higher portion of the Group’s total revenues. If the goods we sell do not match the market needs and product trends in each country, or if there are economic fluctuations, social and political turmoil, changes in law, or major currency market volatility, or other factors that affect our ability to hire and train well-qualified management personnel and local staff who can smoothly manage our business in each country, this could have a negative impact on earnings.
- vi) Currency risks: Most products sold through the UNIQLO business, which is the Group’s core business, are denominated in US dollars. For products to be imported to Japan, we hedge our currency risks for about three years ahead, using forward currency agreements to equalize our exchange rate exposure for imported products and stabilize our purchasing costs. If the yen continues to weaken further against the dollar going forward, this could have a negative impact on earnings at UNIQLO Japan, which is the Group’s core business.
(2) General business risks
In management of the Group and operation of businesses, we are cognizant of risks in several categories:
- i) Manufactured product liability risk: The Group’s business is subject to a variety of legal regulations in Japan and abroad such as product liability laws, pharmaceutical laws, consumer protection laws and labelling laws. The Group endeavours to establish product management systems for planning and production of products in accordance with the Groups own quality control standards covering the legal regulations of various countries, but if gross quality defects are found in products sold by the Group, such as contamination by hazardous materials or dyes containing toxins, this may require global product recalls, or compensation for harm to the health of customers, which may have a negative impact on earnings, as well as causing damage to customers’ trust.
- ii) Risk of leaks of business secrets, or customer personal information: In the course of doing business such as mail order sales, the Group gathers information (including personal information) about customers, and it also handles trade secrets and other confidential information. We are fully aware of the impact of personal information leaks on the company’s management and trust, and have established an Information Security Office to ensure management of confidential information held by the Group by working with the IT divisions and legal divisions in each country, while creating and strengthening appropriate management systems for trade secrets and information (particularly personal information) about customers, and periodically conducting activities to raise awareness, but in the event confidential information is lost, it may be necessary to take steps to recover the information, apologize to customers, and pay of compensation for damages, which may have a negative impact on earnings, as well as causing damage to customers’ trust.
iii) Risk due to weather: Global warming may cause a trend toward warmer winter weather, which may result in being unable to procure materials such as cotton and cashmere in a timely and appropriate manner, and may also reduce sales of products sold by the group, which could have a negative impact on earnings.
- iv) Risk due to natural disaster: Earthquakes, volcanic eruptions, fires, floods, explosions, building collapse, or other disasters affecting factories that produce or stores that sell the Group’s products, or in their immediate vicinity, may have a negative impact on the Company’s ability to supply or to sell its products.
- v) Risks of disputes and litigation: In the event of disputes or litigation between the group and tenants of its stores or others with whom it transacts, or customers, resolution of such disputes may cost large sums of money, which could have a negative impact on earnings.
- vi) Risk of change in the business climate and consumer trends: Changes in the business climate or consumer trends in countries where the Group carries out business may have the effect of reducing product sales or increasing inventories, which could have a negative impact on earnings.
Corporate Governance (sourced)
Fast Retailing seeks to expand its business operations according to the principles expressed in its corporate statement: “Changing clothes. Changing conventional wisdom. Change the world” and the Group’s aim to become the world’s No.1 digital consumer retailing company. At the same time, Fast Retailing is determined to build a timely and transparent management system that meets the needs of customers, business partners, shareholders and all other stakeholders through the earnest pursuit of clothing-focused sustainability activities.
To achieve these aims, Fast Retailing is working hard to establish an effective corporate governance structure. The company has adopted a corporate auditor governance model. To enhance the Board’s independence and strengthen its surveillance ability, the majority of the directors on the Board are external directors. The company has introduced a corporate officer system designed to split management decision-making and business-execution functions, and facilitate fast management decisions and business implementation. In addition, Fast Retailing has established a variety of committees to complement the effective functioning of the Board, including the Human Resources, Sustainability, Disclosure, IT Investment, Code of Conduct, Business Ethics, and Human Rights committees. Each committee encourages effective, open debate and decision-making to fulfil its designated purpose and responsibilities. Fast Retailing is committed to strengthening its corporate governance by encouraging all employees to adhere to the Fast Retailing Group Code of Conduct governing employee conduct and the Group’s broader corporate culture, and by ensuring the consistent and proper implementation of the Group’s internal control systems.
Social Business Initiatives & CSR (Sourced)
The organisation established Grameen UNIQLO in 2010 to plan, produce, and sell apparel in Bangladesh. Grameen UNIQLO offers local employment, economic development, and solutions to social issues in that country. Fast Retailing has operated manufacturing centres in Bangladesh for some time. In 2010, they set up Grameen UNIQLO as a social business designed to contribute to local economic development and to address social issues in that country. Grameen UNIQLO takes advantage of the UNIQLO expertise in business models that encompass end-to-end planning, production, and sales of apparel. Grameen UNIQLO plans, produces, and sells both casual and traditional Bangladesh clothing locally, operating 15 locations as of August 2018.
Simulated Context – Online Store: For the purpose of this assessment task, we are assuming that UNIQLO currently do not have any online store in Australia and that gives us an opportunity to explore whether a change could be implemented and managed to have an online store and division solely for Australian online customers.
Additional research links on the case organisation
You are also encouraged to conduct further Internet research on the case organisation for specific tasks that may require review and analysis of existing organisational information. For example, organisational mission, vision and objectives can be identified from the organisational website and from the annual reports. The following are some links to the organisational information.
- Organisational website – uniqlo.com and www.fastretailing.com
- About Fast Retailing – https://www.fastretailing.com/eng/about/business/aboutfr.html
- Executive Officers – https://www.fastretailing.com/eng/about/company/executiveofficers.html
- History and timelines – https://www.fastretailing.com/eng/about/history/
- Fast Retailing Group of Companies and Brands – https://www.fastretailing.com/eng/group/
- Annual Reports – https://www.fastretailing.com/eng/ir/library/annual.html
- Organisational Core values – http://dwl.gov-online.go.jp/video/cao/dl/public_html/gov/pdf/hlj/20141001/08-09.pdf
- Fact book – https://www.fastretailing.com/eng/ir/library/factbook.html
- Dividend Payout Policy – https://www.fastretailing.com/eng/ir/direction/dividend.html
- Sustainability reports – https://www.fastretailing.com/eng/sustainability/report/
- UNIQLO Australia stores and retail products – https://www.uniqlo.com/au/store/
- Financial position and business results data – https://www.fastretailing.com/eng/ir/financial/
- Interview with CEO – https://www.fastretailing.com/eng/ir/direction/interview.html
- CEO message – https://www.fastretailing.com/eng/ir/direction/message.html
- Industry Ranking – https://www.fastretailing.com/eng/ir/direction/position.html
- Sales data – https://www.fastretailing.com/eng/ir/monthly/
- Photo Library – https://www.fastretailing.com/eng/about/photolibrary/
- Press Releases and News – https://www.fastretailing.com/eng/about/news/
- Partner factory list – https://www.fastretailing.com/eng/sustainability/labor/list.html
- Stakeholder Engagement – https://www.fastretailing.com/eng/sustainability/labor/engagement.html
- Supply Chain and Partner Code of Conduct on Human Rights and Workplace Conditions – https://www.fastretailing.com/eng/sustainability/supply_chain/workers.html
- Risk Management – https://www.fastretailing.com/eng/about/governance/riskmanagement.html
- CEO Insights – https://www.fastretailing.com/eng/ir/library/pdf/ar2017_en_04.pdf
- Year-end report 16-17 – https://www.fastretailing.com/eng/ir/library/pdf/yearendreport201708_eng.pdf
- UNIQLO news on Asian Review –https://asia.nikkei.com/Business/Company-in-focus/Uniqlo-parent-goes-digital-as-it-faces-Amazon
- Social Business News – https://sustainablebrands.com/read/leadership/fast-retailing-applies-unique-spa-business-model-to-help-forge-brighter-future-in-bangladesh
- News: UNIQLO ups raid on Australian retailers – https://www.smh.com.au/business/companies/uniqlo-ups-raid-on-australian-retailers-20190102-p50p9w.html
- News: Fast fashion chain UNIQLO says hello to Perth store — https://thewest.com.au/business/fast-fashion-chain-uniqlo-says-hello-to-perth-store-ng-b88711947z
- Retail News: The secrets that could let UNIQLO power through Australia’s retail carnage – https://www.smartcompany.com.au/industries/retail/secrets-that-could-let-uniqlo-power-through-australias-retail-carnage/
CONTEXT & SCENARIO
You have recently joined the case organisation (or the organisation of your choice that will be going through this change management project) as the change manager, who will prepare the business case for the need for this change within the organisation. Once the change management plan has been briefly developed you will then lead, communicate, implement, manage and review the change management project plan. You will be progressively completing tasks one after another within the simulated environment (or your preferred organisation going through change) to complete this assessment task.
What change and what is required?
Currently, the case organisation (or the organisation of your choice) is planning for a change management within the business structure to start a separate division for managing the online sales of the business in Australia. In regards to the case organisation UNIQLO, they did not start the online store when they started retail operations in Australia. As more retailers are going online and as well as due to the threat of online sellers, your director and you have identified the organisational performance gaps and opportunities for this change to start a separate online store and an online division that will only fulfil the online selling and promoting customers to buy more online. For this you have also identified that any online sales from any part of Australia will be fulfilled by the online division that will have to be setup within the country’s main warehouse. To make this change management plan take place in reality, you will need to:
- Analyse various information on the internal and external environment to identify and prioritise change opportunities.
- Develop a change management project plan based on your analysis along with input from various stakeholders.
- Consider and incorporate the various resource requirements, legal requirements, risk management, project timelines within your change management plan.
- Develop strategies to communicate and educate the plan to implement this change in reality.
- Identify the barriers to change and address them effectively.
- Evaluate and review the plan to modify and amened as you progress through the change management plan.
- Eventually you will communicate and consult various stakeholders using a presentation.
Various stakeholders in this context (for the case organisation UNIQLO Australia)
- Change Manager/Agent – You
- Primary Change Management Stakeholder and Director – Your trainer
- Other investors, customers, employees and external stakeholders – Your fellow classmates
There are no specific word limits on the plan but your reporting and consultation must follow the structure illustrated next, the presentation elements and the change management template provided.
STRUCTURE & MARKING ALLOCATIONS
PART A: CHANGE MANAGEMENT PROJECT PLAN
(Key elements required for the assessment. Trainer/Assessor use for marking purposes)
|STRUCTURE & CONTENT||MARKS ALLOCATED||MARKS RECEIVED|
|1. Introduction & analysis of organisational objectives||2|
|2. Identifying strategic change needs|
|Identified Strategic Change Needs (what is to be done)||2|
|Benefits (why it has to be done)||2|
|Stakeholders affected or involved (list various stakeholders and how will be affected)||2|
|What kind of change is required||2|
|3. Review & map existing policies and practices to strategic change||6|
|4. External and internal environment analysis for organisational change|
|Opportunities and Threats||2|
|5. Change Requirements|
|Major operational change requirements||2|
|Review & prioritisation of change requirements and opportunities||2|
|Consultation with director, specialists & stakeholders||1|
|6. Cost benefit analysis for high priority change requirements||4|
|7. Risk analysis for organisational change|
|Risk analysis to identify barriers to change||3|
|Identified Barriers to change||3|
|8. Change management project plan|
|Executive Summary or Brief on the Priority Change Management Project Plan||3|
|Resource Requirement for the Change Management Project Plan||3|
|Change Management Project Timeline and Gantt chart||3|
|9. Getting approvals on change management process||2|
|10. Resource assignment to project and reporting protocols||2|
|11. Communication and education plan for organisational change|
|Communication plan goals and objectives||2|
|Key messages of this communication plan||2|
|Consultation feedback summary||2|
|12. Activities to deliver communication plan|
|Arrangement of activities to deliver communication plan (project roster)||2|
|Management of activities to deliver communication plan||4|
|13. Identify and respond to barriers to change||5|
|14. Action Interventions and strategies for embedding change|
|Formal email request for actioning the strategies||1|
|15. Evaluation and amendment of change management project plan||6|
|APPENDIX 1 (presentation slides)||Refer PART B|
|APPENDIX 2 (references and external resources)||N/A|
Important Note: Task 9 to Task 15 must be completed after the completion of your presentation and consultation with various stakeholders. This is a mandatory requirement that you will have to consult and communicate with various stakeholders to gather inputs, suggestions, advice and approvals before you proceed to start Task 9 and onwards.
PART B: PRESENTATION OF CHANGE MANAGEMENT PROJECT PLAN
(Trainer/Assessor use for marking purposes)
|The learner will be assessed on the following knowledge evidence and performance evidence||Y/N||Marks allocated||Marks received|
|Explained the change management process or cycle||2|
|Explained the opportunities and benefits of this organisational change||2|
|Explained how organisational behaviour and the external environment can impact on change strategies||2|
|Described the major and high priority change requirements||2|
|Explained and listed potential barriers and challenges to change and how they will be addressed||2|
|Briefly explained all the components of the change management project plan considering all opportunities, threats, impacts, and issues||2|
|Explained the various communication strategies, methods and tools proposed for communicating and embedding change||2|
|Received input from relevant stakeholders on communication and education plan (Q&A session)||2|
|Received input from relevant stakeholders on the change process (Q&A session)||2|
|Obtained approvals and agreement from the stakeholders (Q&A session)||2|
INSTRUCTIONS ON PRESENTATION
- Presentation should cover all 10 presentation criteria mention in the table above.
- Presentation must be completed before commencing Task 9 to Task 15.
- Presentation timeframe is 15 minutes maximum and must be very brief.
- If using a different organisation other then the case organisation, an organisational brief must be presented.
- A Q&A session after presentation.
- Attach presentation slides in Appendix 1.
Change Management Project Plan Template for PART A follows next. You are required to complete every section of the template and modify individual templates according to your requirements.
Change Management Project Plan
- INTRODUCTION & ANALYSIS OF ORGANISATIONAL OBJECTIVES
This section should include organisational brief description and including the organisational objectives. The section must also explain why a change management is required for the organisation to manage the online sales centrally. You are required to limit this section within 400 words. (2 marks)
2. IDENTIFYING STRATEGIC CHANGE NEEDS
In this task you will include a “Strategic Change Analysis” and plan for the organisational change.
You are required to provide detailed analysis of organisational change needs including: what is to be done; why it has to be done by mentioning the benefits; who are the various stakeholders involved; and what kind of change is required. (2 marks for each section)
|Identified Strategic Change Needs (what is to be done)
Benefits (why it has to be done)
|Stakeholders affected or involved (list various stakeholders and how will be affected)
What kind of change is required
- REVIEW AND MAP EXISTING POLICIES AND PRACTICES TO STRATEGIC CHANGE
In this section you are required to review existing policy briefs that relates to organisational strategic objectives to map for the change management plan that you are intending. If any changes required within any of the policies, mention the changes. If not required, leave the last column with N/A or not applicable. (6 marks total for 12 policies)
|Policy/Practice Name||Existing policy brief or Summary||Modification required? Y/N||If Yes, explain what changes to be made in the policy|
|Organisational mission statement and core values|
|UNIQLO Business Model|
|UNIQLO Business Strategy – Southeast and Oceania|
|Investor Relations Policy|
|Quality and Work Health and Safety Management System|
|Compliance and Philosophy|
|Code of Conduct Basic Principles|
|Employee Relations and Diversity Policy|
|Environmental Management and Policies|
|Social Business Initiatives & CSR|
- EXTERNAL & INTERNAL ENVIRONMENT ANALYSIS FOR ORGANISATIONAL CHANGE
In this section you are required to conduct external and internal environmental analysis to identify business opportunities and threats from the various factors using the templates provided below. Refer to URL below to gather information on the reasons for change and how PESTLE can help in identifying factors affecting your organisational change. https://www.processexcellencenetwork.com/organizational-change/columns/why-organizations-change-and-what-they-can-change
To complete this section you will need to
- Highlight the PESTLE factors that will impact your specific organisational change that you will be implementing. (4 marks)
- Identify the opportunities and threats for your specific organisational change that you will be implementing. (2 marks)
|Technical / technological factors:
Opportunities and Threats
|Opportunities identified||Threats identified|
|[e.g new potential market]
|[e.g changes in legislation and online sales taxes]
- MAJOR OPERATIONAL CHANGE REQUIREMENTS
Based on the performance gaps of the organisation (since the organisation is yet to go online) and the business opportunities and threats identified in previous section, you will identify operational change requirements, then review and prioritise change requirements with relevant managers. Once completed, you then consult stakeholders and managers to assist further in your identification.
You are required to complete the following tasks in a sequence
- Identify major operational change requirements (using the table below) for the organisational change that you are implementing. (2 marks)
- Review and prioritise change requirements based on the operational change requirements identified. (2 marks)
- Consult stakeholders, director and specialists (your trainer) to assist in the identification of change requirements and opportunities. You may wish to use the email consultation template or use a checklist with your directors’ approval and comments. (1 mark)
- Complete the meeting minutes of previous consultation. (1 mark)
Major Operational Change Requirements
|Name||Operational Change Requirements||Timeline|
|Business Opportunities and Threats for online division
Prioritisation of Change Requirements
|Identified Change requirements
(as identified in previous task)
(Important and urgent; Important but not urgent; Not important but urgent; Not important and not urgent)
|Priority Number allocated
(start from 1)
<Insert your name>
<Insert your position>
Approved by Director? Yes No
If no, Suggestions:
[List all announcements made at the meeting. For example, new members, change of event, and so forth.]
· [Need a heading? On the Home tab, in the Styles gallery, just tap the heading style you want.]
· [Notice other styles in that gallery as well, such as for a numbered list, or a bulleted list like this one.]
[Summarize the discussion for each issue, state the outcome, and assign any action items.]
[Summarize the decision making.]
|Problem Scenario & Context for TASK 6, 7 and 8
At this stage of the change management process, you have already identified your change needs, opportunities and requirements; you have done your initial consultation with stakeholders. This is the stage where you will start doing cost-benefit analysis and risk analysis to identify the barriers to change and the opportunities from the change. This is also the stage where you will be setting up the online division, hire new staff for this division, request for resources and funding and ask for approval for an office space for your team within the Australian warehouse. To setup your team you have identified some Melbourne based store employees who showed enthusiasm and are proficient in generic IT skills and social media. You will also need to do a recruitment drive to hire logistics and fulfilment staff, delivery drivers, online customer service people, accounting team for online sales, and so on. After all the communication, consultation and observation, some of the cultural and structural change issues that can be easily felt within the organisation are as follows:
· Store team members from other states are disappointed for not being chosen for this project.
· Some within the top management and mid management are concerned with this change and they are resisting going with this online store concept.
· IT team in the country head office wanted to take ownership and responsibility of the whole online store which you and your boss did not approve.
· Some internal members who were being selected are still sceptical on the project and in awe that if this project fails, they will lose their jobs.
· Some internally selected members for this project are not sure what has to be done and are not confident in working with this project.
· Newly hired staff members for this online division will have to be trained adequately not just for online activities, sales and support but also for cultural orientation to the organisation.
· Getting the shared space (for your team) within the Australian warehouse has become a difficult task because of limited space within the warehouse.
· There is a possibility that your online operations will cause disrupt in general logistics and supply chain work activities of the warehouse.
· Getting a closer office (for your team) next to the warehouse will be additional rental expenditure for the organisation. Although you will still have to have a team within the warehouse who will pick and pack orders and then transfer them to the delivery team.
· You may be able to save some effort (with additional expense) if you outsource the delivery to Australia Post. They will come and pick from your delivery point every day at 5:00 pm.
· You will also need a separate team just to monitor progress of sales, create online promotions and digital marketing, and manage social media for online offerings and support.
As a result of the issues identified above, you are now required to undertake a cost-benefit analysis, risk analysis, identify barriers to change and address them. You are also required to come up with your own ideas and assumptions to develop the change management plan based on the circumstances and issues you are currently having.
- COST BENEFIT ANALYSIS FOR HIGH PRIORITY CHANGE REQUIREMENTS
Based on the high priority change requirements identified in the previous task, conduct a cost-benefit analysis for the high priority change requirements that your director has assigned you. Your cost benefit analysis should include the financial costs of high priority change requirements along with the financial and non-financial benefits of going with high priority change requirements and opportunities. Imaginary samples/data provided inside. Please modify and adjust the highlighted information (in grey) within the sample template according to your change requirements. (4 marks)
Cost-Benefit analysis for high priority change requirement
|Item||Individual or unit costs||Total Costs|
|Costs of high priority change requirements||Technology – $50,000
Staff -$ 100,000
Space/Rent/Logistics – $40,000
Utilities – $ 30,000
Transportation – $40,000
Equipment – $20,000
|Benefits from high priority change requirements (Tangible)
Benefits from high priority change requirements (Intangible)
|Cost savings in training – $ 20, 000
Cost savings in marketing – $ 20,000
More sales forecasted – $200000
More satisfied customers who are remotely located.
More market share and better brand image.
|Total Benefits (tangible and intangible)|
|Comparison of cost and various benefits||Compare the costs and benefits. Support with calculations, judgements and results.|
|Overall outcome of analysis
(Positive or Negative)
|After the implementation of high priority change requirements, the outcome will be positive/negative due to…|
- RISK ANALYSIS FOR ORGANISATIONAL CHANGE PROJECT
In this section you are required undertake risk analysis for potential barriers and risks to your change initiative. Once identified, list the potential barriers to your change initiative and record your mitigation strategies with your supervisor’s approval. Use the template and recordkeeping tool as provided,
Risk analysis to identify barriers to change
Using the three identified risks, you are now required to assess and manage the risks using the “Risk Matrix” below. Imaginary samples provided inside matrix. You are required to identify at least four barriers to change using this matrix. (3 marks)
|Insignificant outcome||Minor outcome||Moderate outcome||Major Outcome||Catastrophic outcome|
Identified Barriers to change
Identify at least 6 potential barriers to your change management project and explain your mitigation strategies for these barriers. (3 marks)
|Record of identified barriers and mitigation strategies
Agreed by Director? Yes No
If no, record suggested changes:
- CHANGE MANAGEMENT PROJECT PLAN
In this section you are required to develop the actual priority change project plan which should include resource requirements and cost estimations and timelines of your priority change project.
To complete this task, you are required to detail the plan by addressing the following:
- An executive summary on the high priority change based on the information identified before.
- Identify the staffing and other resource requirements for your change project with a table showing the budget requirements for each resource/personnel over the next one year.
- Based on the priority changes you have identified previously, create a Change Project Gantt Chart to show the activities of the priority changes and the timelines for one year.
|CHANGE MANAGEMENT PROJECT PLAN|
|Change Project Name:
Executive Summary or Brief on the Priority Change Management Project Plan
A brief on the priority change plan on how you are going to implement the plan based on the opportunities, challenges, issues and barriers identified before. Also highlight the high barriers to change and your strategy to mitigate them. (3 marks)
Resource Requirement for the Change Management Project Plan
Identify the staffing and other resource requirements for your change project with a table showing the budget requirements for each resource/personnel over the next one year. (3 marks)
(Please modify the template according to your organisational requirements)
Change Management Project Timeline and Gantt chart
List the priority changes that you have identified previously and create a one year timeline and Change Project Gantt Chart to show the activities of the priority changes. (3 marks)
(You may use the following templates or use your own timeline and Gantt chart. Please modify the templates according to your organisational requirements)
Using the same timelines completed above, draw a Gantt chart to reflect the timelines. Delete the example highlighted in yellow. Use priority number or name within the cells.
End of Plan
|Instructions on Task 9 to Task 15:
Task 9 to Task 15 must be completed after the completion of your “PART B” presentation and consultation with various stakeholders. This is a mandatory requirement that you will have to consult and communicate with various stakeholders to gather inputs, suggestions, advice and approvals before you proceed to Task 9 and onwards.
- GETTING APPROVALS ON CHANGE MANAGEMENT PROCESS
Scenario: Assume you have developed the change management plan at this stage considering all the issues, threats, barriers and opportunities. Now the next big thing for you is to get approval from the investors, shareholders and directors. For this you will need to write an application to your director (your trainer in this case) get approval from higher management and shareholders on your proposed change management initiative (setting up an online store and online division for Australian operations) that you have planned. (2 marks)
Email application to director for higher management approval
<Present you business case here to get approval from relevant authorities>
<Insert your name>
<Insert your position>
Approved by director and relevant authorities? Yes No
If no, record suggested changes:
- RESOURCE ASSIGNMENT TO PROJECT AND REPORTING PROTOCOLS
In this section you are required to assign various resources (that you have identified before from resource requirement section) to various individuals and teams. (2 marks)
|Code:||Stands For:||This Person Is:|
|R||Responsible||Responsible for performing the task or creating the document|
|A||Accountable||Accountable and has sign-off authority for the task, such as the project manager, sponsor, technical lead|
|C||Consult||Providing expertise, advice and support to the person responsible for the task or document and others|
|I||Inform||Informed of task progress or results, usually by the person responsible|
Using the responsibility assignment codes from the table above, assign all the resources for your organisational change project to respective individual and teams. Also assign to whom the individual or the team will be reporting to.
|Resource Name||Responsible Person / team||Responsibility code
(use code form the table below)
|Reporting to (manager or team leader designation)|
- COMMUNICATION AND EDUCATION PLAN FOR ORGANISATIONAL CHANGE
In this section you are required to develop communication or education plan to inform and educate various stakeholders that may be affected by your organisation change initiative. You are also required to gather feedback on the communication plan from relevant stakeholders.
You are required to develop the communication plan with the following information:
- Communication plan goals and objectives. (2 marks)
- Key messages of this communication plan. (2 marks)
- Target audience. (2 marks)
- Consultation feedback summary. (2 marks)
COMMUNICATION AND EDUCATION PLAN
|Change Management Project Name:
Communication Plan Goals and Objectives
In this part you are required explain the purpose and goals of communication plan. You should list the various communication campaign objectives and the campaign KPIs. For example, one of the purposes would be to inform the potential online customers who may show interest in buying clothing online from your online store.
Key Messages (benefits of the change plan) of this Communication Plan
In this part you are required promote the benefits of the change that you are proposing and initiating to various stakeholders. Mention at least 4 key messages.
· All stakeholders who need to be communicated for this change management project. For example, potential customers, store employees, directors, investors, warehouse team, etc.
· Communication tools that are relevant to each audience group such as Website and blog, Annual reports Events, Email, Newsletter, Meetings, Social Media, Paid Media such as Google advertisements, Earned media, Direct Mail, Public Relations (PR), Simple text messages, Campaign video, Television commercial (TVC), Internal noticeboards, brochures, leaflets, etc.
Consultation feedback and input summary
In this part you are required to summarise the feedback that you have received during the presentation and consultation (PART B) from various stakeholders in regards to the communication plan. You can summarise the key recommendations and inputs in bullet points. Add more rows for more points.
End of Communication Plan
- ACTIVITIES TO DELIVER COMMUNICATION PLAN
Based on the communication and education plan that you have developed previously, you are required arrange the activities to deliver the communication plan. You are also required to manage the activities based on the scenario provided.
You are required to:
- Using the scenario provided before the task, arrange activities in order to deliver communication plan. (2 marks)
- Using the scenario provided before the task, manage the activities to deliver the communication plan successfully. (4 marks)
Arrangement of activities to deliver communication plan (Project Roster)
Scenario: As you have already developed the communication and education plan, your next step is to arrange the activities to deliver the communication. You have setup your communications and media team and your change communications team has ten members (with one team leader) who are responsible for disseminating the organisational change (the online store and fulfilment centre) to every stakeholders of UNIQLO Australia. This includes employees in Australian headquarters, employees in every Australian store, employees in Australian warehouse, organisational
shareholders, top management of Australian operations, your own team, suppliers, external third parties that provides your logistics and delivery, news and media organisations, existing customers and potential customers. Based on the plan you have developed, arrange the activities to deliver and disseminate this change information. You may use imaginary team member names to the communication assign tasks.
|Stakeholder groups/ Audience||Communication method||Team member responsible||Resources required
|Expenses or budget required||Deadline
|Existing and potential customers||Online promotion and Social Media communication||Jim||Google Ad words, Facebook business accounts||$10000||6 weeks|
Management of activities to deliver communication plan
Scenario: Now that you have arranged the activities and developed the project roster, you are now required to manage the communications delivery activities that you have assigned to your communications team. After 4 weeks of communications activities, you will now request your team leader to give you the exact report of progress.
Dear team leader,
<Request your team leader for the progress report of the communications activities >
<Insert your name>
<Insert your position>
Scenario: Your team leader has provided a report for you that exhibit several of the team members are behind the schedule although the deadlines for the tasks have not crossed yet. The team leader also reported that one team member has already used up the whole budget (before completing the whole task) due to change of prices. Considering the deadline, you will now have to order your team leader for speeding up the tasks so that they can meet the deadlines. You may also wish to mention if any additional assistance can be given by the team leader to those who are lagging too behind. In regards to one team member who has already used the budget, you will need to decide whether you will provide additional funds or cut some of the activities or something else. Prepare the action plan for managing these situations.
|COMMUNCIATIONS PROJECT ACTION PLAN|
|Stakeholder group / audience||Tasks, goals and objectives||Old Deadline||New deadline||Responsible Person||Support person (assign new)|
- RESPONDING TO BARRIERS TO CHANGE
This section includes several scenarios after your change operations have been initiated. You will be required to identify and respond to the barriers to your change initiatives. (5 marks)
Scenario: After one month of “online store” project has been initiated you have identified that some of the pre-determined barriers (refer to Problem Scenario & Context for TASK 6, 7 and 8) and some new barriers have affected your project work. These are:
- Initial sales for the first quarter was poor due to lack of adequate promotional activities and requesting additional funds from top management for the online store’s promotional activities have become difficult.
- Some bricks and mortar store team members are still disappointed for not being chosen for this project.
- Some within the management and the central IT team are still concerned with this change and will be eagerly waiting to see a failure of this project.
- Newly hired staff members for this online division will have to be trained adequately not just for online activities, sales and support but also for cultural orientation to the organisation.
- Your shared space (for your online division) within the Australian warehouse has been approved but sharing the activities, resources and services has become overwhelming for your online division members.
Risk management process linked document. Click the icon.
From the scenario above, identify in detail and respond to the five significant barriers to change according to risk management process as explained in the document linked.
- ACTION INTERVENTIONS AND STRATEGIES FOR EMBEDDING CHANGE
In this section you are required to action the intervention strategies to ensure that all change management plans, communication plans, action plans and risk management processes that you have developed, planned or identified. As you have ensure that your project becomes a success for the organisation, you are now required to action the plans.
You are required to
- Develop at least four intervention strategies. (2 marks)
- Action the intervention strategies using a formal email request to your assistant. (1 mark)
- Further activate the strategies by a formal message in the organisational newsletter. A newsletter template has been provided but you may wish to change the template. Limit your message to 200 words. (1 mark)
Formal email request to your subordinate for actioning the Intervention Strategies
<Formally request your subordinate to action the intervention strategies >
<Insert your name>
<Insert your position>
MESSAGE FROM THE CHANGE AGENT
Dear organisational members and valued stakeholders,
- EVALUATION AND AMENDMENT OF CHANGE MANAGEMENT PROJECT PLAN
In this section you are required to evaluate, review and modify your change management project plan based on the scenario provided. As you have already completed all the plans and initiated the project, you will now conduct regular evaluation and modify your project plan to achieve the change management initiatives.
Scenario: You have now crossed more than a month of this “online store and fulfilment division” change project. At this stage of the project, you have already activated the strategies for embedding the change initiatives. Your two year project has now finished with the first quarter and will be subject to review after six months by the stakeholders. You will need to ensure you can rest your case to the stakeholders by your online division’s performance when the stakeholders will review your division. However, due to the nature of the change project there had been several discrepancies and performance issues that require review, evaluation and immediate modifications to achieve the program objectives. These are
- Online sales promotional activity has exceeded the budget by $4000 which was initially only $10000.
- Online sales performance has exceeded by 8% whereas the previous expectation of sales from online was only 15% of total Australian sales.
- Several social media promotions were made during the change initiative. This included free delivery on all orders, half price promotions, buy one get one half price, kids products for half price, $10 rewards for sharing our promotion sales, like our FaceBook page and register to take a free selfie with tennis superstar, etc. However, social media promotions did not perform accordingly as expected and is around 30,000 likes on social media whereas the expectations were up to 60,000 likes on social media in the first quarter.
- Delivery timing accuracy for outsourced delivery by third party Australia Post drivers is 78% which is 2% less than the benchmark. Your team also has 10 delivery vans across the states which only came out as 69% and is 11% less than the benchmark.
- Existing team members have less than 10% errors in their work activities.
- Newly hired team members have around 20% errors in their work activities.
- IT and online sales support has been excellent and has exceeded the benchmark of 80% accuracy and timing.
- Warehouse fulfilment team’s performance is 85% in accuracy and timing whereas this benchmark was 95%. This can be a big concern since this affects the products packed and the delivery timing. The warehouse fulfilment team has mentioned you that due to sharing the warehouse and having little control in the warehouse are the primary backlog for them. The warehouse is mainly for receiving, storing, sorting and distribution of all imported products for all stores in Australia.
Based on the scenario mentioned, you are now required to review, evaluate and modify your project plan in order to achieve the change program’s objectives and goals. To do this you are required to complete the quarterly project review and continuous evaluation report (template below) for your director. The report must also include new modifications that you are proposing to better perform in the next quarter. (6 marks)
Project review and continuous evaluation report
|Planned Outputs||Intended Outcomes||Strategic Objective(s)|
(consider at least 3 issues – deadline, budget and quality)
(mention at least 4 lessons learned from the project)
|Key modifications on project plan
(List at least 4 most important actions to modify this project based on your findings from the scenario)
<End of Change Management Project>
Attach the following appendix documents (Appendix 1 and 2).
APPENDIX 1: ATTACH PRESENTATION SLIDES
APPENDIX 2: LIST OF SOURCES AND REFERENCES