在努力转变的过程中，Wolseley UK应该明白有几个变量需要考虑。这些变量负责从文化到领导，以及对行为的态度。公司将利用Burke-Litwin (Thompson et al . 2005)的组织绩效和变革模型。这种方法将帮助公司在变革中使环境和文化保持一致(Lynch, 2012)。此外，该模型将有助于确定转换和事务的基本因素，这些因素可能会影响计划变更的成功采用。在大多数变革的努力中，宏观环境、领导、战略以及文化被认为是跨组织创造变革的最基本驱动力。
此外，Wolseley还可以采用几种转换策略。这种方法与组织类型和文化有关。第一个转换策略是数据驱动的。这些策略的重点是基于逻辑的推理，作为带来社会制度变革的措施。无论是内部还是外部，都有专家签约分析该系统，目的是使其在本质上高效(Lynch, 2012)。其他策略是参与性的，并基于遵从性。参与性变革的假设是，如果受影响的个人和单位改变他们的思维过程，从旧的行为模式转向新的商业实践，那么变革就会发生。一般来说，参与性变革不仅包括行动的理论基础变革，还包括行为、技能、价值观和组织规则方面的变革(Morschett et al . 2015)。为了获得成功，变更策略应该依赖于Wolseley的所有受影响的单元，并且应该要求个人在变更中始终如一地教育他们为什么要发生变更(Lynch 2012)。成功的范围取决于组织中的各个单位、受影响的用户和利益相关者在参与参与性变革的过渡计划之前的范围。
The change being proposed is a major change. The change will take place in a slow way over a period of 2 years. The reason for change taking place is better growth, sustainable advantage in terms of competition and customer satisfaction. The scope of the change will be internal and will influence all internal stakeholders of the organization. The change would be influential across departments internally.
Currently the organization only focuses on cost leadership in order to derive organic growth but this has curbed flexibility of the firm. Therefore, the change is required to address this issue. The cause succinctly lies in the inappropriate strategic use of cost leadership especially when it has not offered much efficiency or profitability (Lynch, 2012). The context of the change is strategic change. There are several challenges which surround this initiative and the key out of them is change resistance.
Wolseley employees and the top management will require assessing this change as a process and work in collaboration with their sponsors for developing recommendations and appraisals that can help in identifying and resolving complicated issues between organizations (Mellahi et al 2015).
Through definition and completion of a change process, the company will better be able to document and define its activities which should be managed during the phase of transition. Mostly, by such stages, it is possible to help in ensuring results that have effectiveness, that are profitable for long term and that will offer sustainability. The change process followed will be:
Each of these stages will keep unfolding themselves as organization moves through the phase of transition wherein the required changes for transformation have been introduced, tested, accepted and understood in a way that allows individuals to let go of their current attitude and develop newer skills required for sustaining desired outcomes for businesses (Lynch, 2012). It is possible that Wolseley might lose focus or start creating newer initiatives without change process completion for a particular project. It is essential for transformation program success that the company understands this perspective and is completely prepared to go through with the project.
In the effort to transform, Wolseley UK should understand that there are several variables requiring consideration. Such variables are responsible for ranging culture to leadership, and attitude to behaviour. The company will make use of Organizational performance and change model by Burke-Litwin (Thompson et al 2005). This approach will help the company to bring environment and culture in alignment with each other under change (Lynch, 2012). The model furthermore will help in identifying essential factors for transformation and transaction that might influence planned change successful adoption. In most efforts for transformation, macro-environment, leadership, strategy as well as culture are considered the most essential drivers to create change across an organization.
Furthermore, there are several transformation strategies that Wolseley can adopt. The kind of approach is related with organization type and culture. The first transformation strategy is data driven. These strategies focus on logic based reasoning as a measure to bring over a social system change. Either internal or external, experts are contracted for analysing the system with the aim to make it highly efficient in nature (Lynch, 2012). Other strategies are participative and based on compliance. Participative change takes the assumption that change will happen if influenced individuals and units modify their thought process from old patterns of behaviour in favour of newer business practices. Typically, participative change is inclusive not only rationale change to act but also change regarding behaviour, skills, values and organizational precepts (Morschett et al 2015). For this to gain success change strategy should be dependent on all impacted units of Wolseley and participation from individuals should be demanded within the change by educating them consistently on why the change is taking place (Lynch 2012). The range of success has its dependency over the range till which units in an organization, influenced users and stakeholders have taken part in the transition plan for participative change.