- 15 Marks
Question
BrightTech Solutions is a mid-sized IT consulting firm that has recently introduced a new enterprise resource planning (ERP) system to streamline its operations, enhance efficiency, and improve customer service. The management team believes this system will help integrate departments and provide better data insights for decision-making.
However, the change has met with mixed reactions from employees. Some departments are enthusiastic about the new system, while others are resistant. The following information have been made available to you:
Management support: Senior leaders are committed to implementing the ERP system;
Improved efficiency: The new system promises faster and more accurate data processing;
Market competitiveness: Competitors are already using similar systems, and making the upgrade is necessary to stay competitive;
Cost savings: The integration of processes is expected to reduce operational costs in the long term;
Employee resistance: Many employees feel the current systems are efficient but there are fear that the learning curve associated with the new ERP will be steep;
Training costs: Providing training for the entire workforce is expensive and time-consuming;
Technical challenges: IT staff have raised concerns about potential implementation issues and system downtime; and
Cultural resistance: Some employees are skeptical of changes of any kind, citing failed past attempts at adopting new technologies.
Required:
Using the Lewin’s Force Field Analysis, advise the management of BrightTech Solutions on how to effectively manage the change.
(15 Marks)
Answer
The Lewin force field analysis starts with the identification of the driving and restraining forces to planned change.
From the given scenario, the driving forces that support the planned change are:
i. Management support: Senior leaders are committed to implementing the enterprise resource planning (ERP) system;
ii. Improved efficiency: The new system promises faster and more accurate data processing;
iii. Market competitiveness: Competitors are already using similar systems, making the upgrade necessary to stay competitive; and iv. Cost savings: The integration of processes is expected to reduce operational costs in the long term. Restraining forces to the planned change are forces that oppose and resist change. They are:
i. Employee resistance: Many employees feel the current systems are functioning well and are unwilling to embrace the learning curve associated with the new ERP;
ii. Training costs: Providing training for the entire workforce is expensive and time-consuming;
iii. Technical challenges: IT staff has raised concerns about potential implementation issues and system downtime; and
iv. Cultural resistance: Some employees are skeptical of any changes, citing failed past attempts at adopting new technologies.
The Lewin Force Field Analysis then proposes that each of the driving and restraining forces has its respective strengths which can be measured on a scale of 1 to 5.
According to Lewin, change will not occur
i. If the restraining forces are stronger than the driving forces of change.
ii. If the driving forces are weaker than restraining forces.
Therefore, Lewin suggests that the best approach for effective change implementation is to weaken the restraining forces of the planned change.
Lewin suggests ways of reducing the restraining forces of change, these are:
i. Discussing with employees the necessity for a change to a new ERP, highlighting its advantages and explaining the drawbacks of the old ERP;
ii. Working on ways to reduce the cost of training; and
iii. Addressing all issues raised by the IT department on the implementation of the new ERP and reassuring employees of the success of the new ERP.
- Topic: Strategic Implementation
- Series: MAY 2025
- Uploader: Salamat Hamid