i) Four Levers of Change
To successfully implement organisational change, the CEO can use the following four levers of change to manage resistance and ensure the smooth implementation of the desired new direction:

1. Leadership and Direction
   Strong and clear leadership is essential to drive change. The CEO must communicate the rationale behind the changes and how they align with the company’s long-term goals. By being visibly committed to the change, the CEO can inspire confidence among employees and other stakeholders, ensuring buy-in for the new organisational structure.
2. Culture and Values
   Organisational culture often serves as a significant barrier to change. To implement the desired changes, the CEO must work on reshaping the culture to align with the new structure and vision. This involves promoting values such as teamwork, adaptability, and accountability that are consistent with the new direction. Changing deeply ingrained behaviours requires time and effort but is essential for sustained transformation.
3. Communication
   Effective communication is a critical lever in managing organisational change. The CEO must maintain open, transparent, and frequent communication with all levels of the organisation, explaining why the changes are necessary, what the expected outcomes are, and how it will benefit the company and its employees. Two-way communication channels are necessary for feedback and addressing concerns.
4. Employee Involvement and Participation
   Engaging employees in the change process by involving them in decision-making and encouraging their input can reduce resistance. By giving employees a sense of ownership over the change, they are more likely to support it. Involving key managers and team leaders in planning and implementing the changes will help to ensure alignment and reduce pushback.

Total for part i: 6 marks

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ii) Four Benefits of an External Change Agent
If the CEO decides to engage an external change agent, the following benefits can be realised:

1. Objective Perspective
   An external change agent brings a fresh, unbiased perspective to the organisation. They are not influenced by internal politics or personal biases, which allows them to assess the situation objectively and provide impartial advice on the best course of action.
2. Expertise and Experience
   Change agents are typically experts in organisational change and have experience leading similar transformations in other companies. They bring knowledge of best practices, tools, and methodologies that can help ensure the successful implementation of the desired changes.
3. Credibility and Authority
   An external change agent can lend additional credibility to the change process. Employees may be more willing to listen to and follow recommendations from an external expert, especially if they perceive that the external agent has more authority or is more experienced than internal managers.
4. Focus and Resources
   An external change agent can dedicate time and resources specifically to managing the change process. Unlike internal managers, who may be juggling their regular responsibilities alongside the change effort, an external agent can focus entirely on ensuring the changes are implemented effectively and on schedule.