Walmart - Systems Thinking and Change Management Evaluation - Example

Executive summary: Change management is the task of managing change. Organization change management is a structured approach. Different models of change management present an overall process of managing the people side of change at an organizational level. The major drivers for change are globalization, economy, and technology. It is important that change should be successful and sustainable. The present paper discusses on the different drivers that demand the change in an organization, and the success factors that influence for an effective change. Different factors that influence the change in technologies are also discussed. Recommendations were given for implementing the successful and sustainable change. Introduction: Change management refers to the task of managing change, a structured approach to transitions in individuals, teams, organizations, and societies that move the target from a current state to a desired state. Organizational change management models present an overall process for managing the people side of change at an organizational level. Corporations, research organizations, and a number of different authors have developed different models of organizational change management. The heart of the business success of an organization is change. Today the major drivers to change are the globalization of the economy, technology. Successful change always starts with pulling together a couple of people who are appropriate for driving the initiative, and who have insight into the change initiative and a strong sense of urgency. The challenge is to start maneuvering the negative feelings in a way that will make successful change happen and help the organization do the right thing. Electronic business is any business process, which is empowered by an information system, mostly done with the web-based technologies. The E-business methods enable companies to link their external and internal processes more efficiently and flexibly, work more closely with suppliers and partners to better satisfy needs and expectations of their customers. Sam Walton founded the Wal-Mart Stores, Inc. in 1962. From a single store, it has grown to a mammoth international corporation. The success is attributed heavily to two things, the belief in the people of the organization and a constant effort to be on the leading edge of technological and market trends. Wal-Mart keeps churning out new concepts and the public continues to react in a supportive manner. Electronic data interchange (EDI), is a standard format for exchanging business data. The EDI is still the data format used by the vast majority of electronic commerce transactions in the world. (Wikipedia,). The objective of the present study is to identify evaluate, and propose technological solutions, leadership strategies, and implementation plans to evolve the technology infrastructure of an organization. Business requirement analysis: E-commerce has an important role in this era of globalization. Wal mart has to face the challenge of entering the E-commerce market place, which is totally a new business strategy. To gain a competitive advantage, the Company felt that there is a need for an extensive research and thinking in devising its plans and efforts for its e-business functions. With chevron and the software producer oracle, Wal-mart has established its own e-business exchange, the RetailersMarketXchage.com. It aims at serving the convenience store market. Based on some preliminary intelligent and competitive market research, the business development department of the company has found that investigation is required for two business projects. Business requirement-1 An Enhanced EDI system to receive requirements or orders from large customers, send requirements or orders to vendors. Increased efficiency and cost savings drive the adoption of EDI for most trading partners. Wal-mart has cut its inventory costs by implementing an EDI system. The company has identified the need to increase the efficiency of handling purchase orders. EDI and the other web based technologies save the company money by providing an alternative to or replacing information flows that require a great deal of human interaction and materials such as paper documents, meetings, faxes, e-mails. The significant barrier for the EDI is the accompanying business process change. AS2 standard if introduced the web based EDI is secure and reliable enough to serve as the platform for its supplier’s communications. Internet, the web-based standard actually can accommodate more type of communications and online transactions. The AS2 standard includes specifications for trading community management, public key encryption, digital signatures, and non-repudiation. Use case diagram in handling inventory: Business requirement analysis: The m-business capabilities of the existing internet infrastructure require enhancing.Wal-Mart has piloted an asset-tracking wireless application using RF tags (O’Driscoll, Tony and Reibstein, David and Shankar, Venkatesh, 2003). Wal-Mart has been encouraged by the results of the pilot study. It expects wireless to improve supply chain efficiency in four areas: global supply chain visibility, on-shelf product availability, theft detection, and self-checkout at retail stores. Wal-Mart should work on implementation hurdles like transmission problems with the tag, the cost of the tag and the quality of the readers, before it can launch the system. Strategy involves the choice of what to do, and the choice of what not to do. The Internet increased both the opportunity and the complexity in strategic decision-making. Mobility promises--and threatens--to intensify both, in particular as industry and application boundaries become more permeable. Wal-Mart can use analytical framework to develop a strategically coherent rationale for investing in mobile solutions. Use Case Diagram in Supply Chain Technology project plan Using the detailed Business Requirements Analysis, a solution design was developed consisting of both software and hardware recommendations for the Technology Project Plan. Technology Plan for Business Requirement 1: Enhance an EDI System that receives Requirements/Orders from Large Customers and Send Requirements/Orders to Vendors Databases: In the first use case, the role that the database would play is very critical. Databases are almost unavoidable when working with EDI files since EDI is the exchange of data between computers. Databases are where computers store their data. Additionally, find similarities between an EDI file and a database is not surprising to many computer savvy individuals. Both contain data, as well as information about the data they contain. The format of an EDI file is an efficient container of data for transport. On the other hand, a database is a container of data for storage. Even if similarities exist between these two technologies, databases and EDI, the format of their file structure is different. This makes it difficult for new EDI users to interrelate the two technologies. If one can understand relational database and database structure, then one will find EDI to be just as simple. Programming: The first use case would require software to facilitate ordering, invoicing, payment, and others. Networks: Use of the Internet, extranets, and intranets would be employed into this solution design. As the international information superhighway is advanced, it is a must that the Wal-Mart networks must be connected directly to it via the internet in order to be more effective. All partakers must have fair access to this communications network. However, interconnection speeds as well as the kind of connections may differ but the services offered must be available to all partakers. If there is a need for numerous networks to be put up, they must act as a lone network for all partakers. Effect of the Solution 1 to Internal and External Stakeholders The use case is a technique for capturing system requirements. Use cases are scenarios written in regular or non-technical terminology to describe how a system interacts with a user or another system. The use cases that an information technology department of the Wal-Mart would need to know will be very important in order to analyze and design technology solutions for the requirements. The Solution 1 will affect internal and external stakeholders. Through the enhanced EDI System that receive requirements or orders from large customers and send the requirements or orders to vendors, internal stakeholders, such as employees and management, and external stakeholders, such as suppliers, vendors and the customers will have ease and convenience due to the resulting positive improvement in productivity. In terms of document processing, its speed, quality and efficiency will increase. There will be higher speed in the transaction rate since software and hardware will be of vast contribution concerning better productivity. Both the internal and external stakeholders will be satisfied with the benefits of EDI technology. Manual processing which usually takes minutes to accomplish manually will now take a few seconds to process electronically using the EDI system. EDI decreases the number of claims rejected 1 or more times by 30%. External stakeholders will be attracted by the solution due to the improvement in transacting with the Wal-Mart. More happy customers would mean more earnings. Increased profits can also be translated to higher remunerations to employees and management of Wal-Mart. Business Risks in Solution 1 There are business risks in this proposed Solution 1. The main risk is in terms of new and additional expenses in software, hardware, systems installation, training, and development of labor. This added cost will mean millions of dollars considering the wide scope and numerous market outlets of Wal-Mart. This business risk will be mitigated through improvement in the quality of service and products that can be translated to higher profits. Waiting time for transactions to be completed drastically declines by more than 50% per cent. This will mean the number of transactions that can be done per day will double. This means more income for the company. This risk will also be offset by the radical decrease in the administrative cost by computerizing business conventionally carried out manually. The utmost prospective for expense cutbacks rests in the electronic translation of transactions, compliances, accounting and disbursements. Security Risks in Solution 1 There are also security risks in this proposed solution. That is, hacking can be a problem. Since the system will be more mechanized and computerized, there is the risk of sabotage. This risk will be mitigated through stricter security. Security measures will be drafted regularly assessed and proper implementation should be observed. Screening of staff to be hired and trained will be stricter. Alternatives and contingency measures should also be put in place. Data and files should have back-ups. Financial Plan for Solution 1 The financial plan for Solution 1 is shown below: Table 1. The Financial Plan of Business Requirement 1: Enhancing an EDI System to Receive Requirements/Orders from Large Customers and Send Requirements/Orders to Vendors. Projected costs for the business requirements 1 Estimate costs for human resources $50,000,000 Estimate costs for hardware $80,000,000 Estimate costs for software $150,000,000 Estimate costs for training $30,000,000 Estimate costs for marketing $100,000,000 Estimate programming cost (initial cost and maintenance cost $35,000,000 Total $445,000,000 Net present value of future cash flows for the business requirements 1 TBD Metrics will be used to measure the performance or outcomes of Technology Project Plan 2. These metrics met the conditions below, such as: 1. Assessment of the strengths and weaknesses of the software and hardware selected 2. Assessment of the potential challenges that might arise as a result of each 3. Assessment of the limitations of the use cases 4. Assessment of the potential challenges to receiving buy-in from all key stakeholders 5. Assessment of the feasibility of mitigating all risks 6. Assessment of the reliability of the projections 7. strengths and weaknesses of the identified metrics should be evaluated. Technology Plan for Business Requirement 2: Enhance m-Business Capabilities to Existing Internet Infrastructure Databases In the second use case, database is essential. Computers store their data in the database. It contains data and information about the data it contains. Database is a container of data for storage. Programming The second use case would require software to facilitate tracking asset. Networks Use of the Internet, extranets, and intranets would be employed into the solution design. The use cases aids in the Systems Analysis and Design process. Effect of the Solution 2 to Internal and External Stakeholders The Solution 2 will affect internal and external stakeholders. Through tracking assets through wireless application, there will be improved quality of service and products will be assured because of fast and efficient tracking system. This will lead to satisfied inter and external stakeholders. The internal stakeholders, the management, and staff will undergo series of training, seminars, and workshops in order to work comfortably and effectively in m-business-based company like Wal-Mart. This can be, however, very expensive for this company. However, these company’s people will benefit from this continuous education as added knowledge, skills, and credibility. Business Risks in Solution 2 There are business risks in the proposed Solution 2 that is enhanced m-business capabilities to existing internet infrastructure. One main business risk is in terms of additional investment to be infused to support this business solution. This will require high investment cost to support the capital and staffing requirements, support infrastructure, and backup system. This business risk will be mitigated through high business returns to be generated. Security Risks in Solution 2 There are also security risks in this proposed Solution 2. These risks will be mitigated. Hacking can be a threat. Since the system will require computerization, there is the risk of computer sabotage. This risk will be mitigated through observance of stricter security measures. Alternatives and contingency measures should also be put in place such as data banking and backing-up of files. Financial Plan The financial plan is shown below: Table 2. The Financial Plan of Business Requirement 2. Projected costs for the business requirements 2 Estimate costs for human resources $80,000,000 Estimate costs for hardware $50,000,000 Estimate costs for software $100,000,000 Estimate costs for training $100,000,000 Estimate costs for marketing $40,000,000 Estimate programming cost (initial cost and maintenance cost $20,000,000 Total $390,000,000 Net present value of future cash flows for the business requirements 2 TBD Metrics will be used to measure the performance or outcomes of Technology Project Plan 2. These metrics met the conditions below, such as: 1. Assessment of the strengths and weaknesses of the software and hardware selected 2. Assessment of the potential challenges that might arise as a result of each 3. Assessment of the limitations of the use cases 4. Assessment of the potential challenges to receiving buy-in from all key stakeholders 5. Assessment of the feasibility of mitigating all risks 6. Assessment of the reliability of the projections 7. Evaluation of the strengths and weaknesses of the identified metrics. Models and theories of change review: Change management has emerged from psychology, business, and engineering. Models have been derived from the organization perspective. Different authors have developed organizational change management models. Below are some important models. Five different models/theories of change: Field analysis model: Proposed by Kurt Lewin, the field analysis model emphasizes organizational efficiency. For understanding organizational change, Kurt lewin proposed a Force field analysis model. According to this model, organization is typically in a state of equilibrium. Two driving forces maintain organizational stability; driving forces and restraining forces, the driving forces support a desired organizational change and the restraining forces keep the equilibrium of the organization. The organization remains static if these two forces are equal, disequilibrium in these two forces result in a change. Change when occurs, the organization gets a new equilibrium that reflects the desired change. (JPC, 2002) Roseabeth kanter theory: Rosabeth kanter theory is based on the concept that the organizational change focuses on the social change. According to this theory, change does not require a support from the management of the organization. An organization needs the elements of power, leadership, management, authority, social control, cultural change, and vision for an effective functioning. The priority of each of these elements depends heavily on the mission of the organization. The priority of each of these elements shifts as and when the need arises. Change occurs through the action of a visionary and the visionary holds views different from the whole organization. This theory holds the view that the person, at least to some extent is powerless to change the organization. The people at the bottom certainly do not see the people at the top as being powerless. Even then, the people at the top acknowledge all the trappings associated with the power but do not experience the power that substantially influences the organization. The people, who are in the middle, share the view of power from both the top and bottom simultaneously. (JPC, 2002). Lewin/Schein's Change Theory: Kurt Lewin theory of a three-stage model of change also known as the unfreezing-change-refreeze model requires a prior learning to be rejected and replaced. Edgar Schien gave a further detailed and comprehensive model, and called this approach as the cognitive redefinition. Stage-1: this stage is based on the theory that learning by observation in the past and the influence of culture influence the human behavior. Adding new forces or replacing the existing factors that are responsible for the human behavior is necessary for bringing a change. Stage-2: this stage comprises of the need for a change. With the dissatisfaction of the current situation, the desire to change demands to find out what exactly needs to be changed. Stage-3: this stage is about making the change permanent. The new stage becomes habitual, that helps to develop the new self-concept, identity, and new interpersonal relationships. (Ross.A.Wirth, 2004) Structuration theory: A framework for the understanding of the social situations in terms of social structure and human interaction is provided by the structuration theory. Structuration theory emphasizes on the Influence on the human interaction of the institutional aspects of social life such as rules, procedures, and power structures, and the production and reproduction of these structural aspects through human interaction. It is thus wide ranging in that it incorporates both structure (macro) and agency (micro) perspectives through its concept of duality of structure, whereby structure influences action, which reproduces structure. (Flynn. D, Hussain.Z, 2001, pp. 1206). “Social structures are both constituted by human agency, and yet at the same time are the very medium of this constitution.” (Giddens, Anthony, 1976 pp). Anthony Giddens defines structures as consisting rules and resources involving human action: the rules constrain the action, the resources make it possible. Systems display structural properties but are not structures themselves. John.P.Kotter’s Theory of eight steps to successful change: John.P.Kotter’s theory of eight steps to successful change describes change model in eight steps. Increase in urgency to inspire people to move to wards objectives which are relevant. The guiding team should be such that the people should have right mix of commitment, skills and levels. The strategy and vision should be simple, focus on the emotional and creative aspects should be such that it can drive service and efficiency. It its important to involve as many people as possible. Responding to the people’s needs and communicating the essentials is important. It is important to make the technology work. Empowering action is an important aspect. This requires removing the obstacles, enabling constructive feed back, lots of support from the leaders, reward and recognition for the progress and achievements. It is important to set the aims that are easily achievable, and finishing the current stages before starting the new ones. Determination and persistance should be fostered and encouraged.(Alan Chapman,2006) The successful change is reinforced via the recruitment, promotion, new change leaders. Critical success factors for organisational change from a people management perspective: Change management entails thoughtful planning, and sensetive implementation, and above all, consultation with, and involvement of, the people affected by the changes. Change must be realisitic, achievable and measurable (Alan Chapman,2006). The key enablers of successful and sustainable change are involvement, commitment, leadership, and the recognition and acceptance by the workforce of the need for change. (Pauline Found et.al 2005). An appropriate measurement and monitoring system are considered important to sustain change. The following factors are critical for the successful transformational change Shared vision: When embarking on any change effort, it’s the change leader’s job to develop and deliver an inspiring veiw of the future state, and enlist others to move towards it. A clear sense of mission or purpose is essential. People assimilate a lot easier, and work with greater commitment, when they are guided by a vision. This is a starting point for a transformational change.(Michele Quinn,2007) Accountability: leadership should be such that it is accountable for a change. Accountability is all about action, participation, communication, resource commitment, sharing the vision early and often. Leadership accountability is a critical factor when it comes to buy-in for the change.(Michele Quinn,2007) Stake holder involvement: Change leaders must not only understand who the stakeholders are, but also the level of support each has the change effort and the degree to which it can affect it. Understanding, supporting and establishing two way communication with stake holders can make the success of the change effort.(Michele Quinn,2007) Tools and skills: Effective communication is another fundamental skill required for a change leader. To be effective communicators, change leaders must understand individual communication styles and conflict modes, as well as be able to recognise resistance and how to overcome it. It is also required to use the language appropriate to the audience, and the right balance of logic and emotion. A leader’s ability to communicate is a critical component to success. Stake holder management plan may be used more than once during the course of one change initiative.(Michele Quinn,2007) Enabling behaviour: Successful change leaders must recognise and reinforce desirable behaviour by celebrating small wins, providing constant feed back on the progress of the change, and remembering that each individual moves along the change curve differently.(Michele Quinn,2007) Strong resistance to change is often rooted in deeply conditioned or historically reinforced feelings. Patience and toelerance is required to help people in these situations to see things differently. Certain type of people, the reliable, dependable, steady, habitual, process oriented types, often find change very unsettling. People who welcome change are not generally the best at being able to work reliably, dependably, and follow processes. Change such as new structures, policies, targets, acquisitions, disposals, relocations etc., all create new systems and environments, which need to be explained to the people as early as possible, so that people’s involvment in validating and refining the changes When people are confronted with the need or opportunity to change, especially when it is enforced, as they see it by the organisation, they can be emotional. Diffusing the emotional feelings, taking a step back, encouraging objectivity, are important to enabling sensible and constructive dialogue.(Alan Chapman,2006) Human implications of the technological changes: When embedded into the context of a well-planned managerial selection system, the out-put provided by the technology based expert systems can greatly facilitate effective decision making and help organizations to manage employees’ performance in the orzanisation.(Charles.A.Handler.et.al, 2005) Application of change models: Sustainability is one of the main issues associated with the introduction of business improvement programmes where atleast 50% of all the programmes are deemed by the firms involved to be failures over the long term and up to 70% fail to achieve all of their intended benefits.( Hammer and Champy,1993). Successful change is defined as a significant business change that achieves all of the aims and objectives of the project whether these are financial or improvement targets, and includes a perception of acceptance by the work force. Sustainable change is one that endures and is able to maintain, or support, the momentum and growth of the improvement targets. To sustain the change management behaviour and an effective measurement system with accountabiity, recognition and rewards is important. Contionuous improvement is linked to measurement system.(Pauline Found et.al 2005). When humans interact for the communication, they draw on interpretative schemes such as stocks of knowledge to make sense of their own actions and other’s actions. Humans utilise power in interaction and draw upon facilities, such as their ability to allocate resources, to reproduce structures of domination such as management hierarchies and procedures for mobilising resources.(Flynn. D, Hussain.Z, 2001, pp. 1206). An attempt has been made to extend Gidden’s ideas by including an explicit information technology dimension in social analysis. (Walsham 1993, 2002). Through the attempts structurationist analysis has helped to increase the understanding of important, IT based phenomena. The structuration theory of Anthony Giddens hold good for the present context. Recommendations for leading and sustaining change: Adapting to new demands is an important mechanism for the survival of the organisations. People that do it well seem to more successful than those that resist and accept the inevitable slowly. But change is so difficult and is almost always resisted. The organisation must create an environment that fosters new learning and behaviours- that persuades employees to change.(ArLyne Diamond, 2007) The management must create a mission, goals and objectives specific to individual departments. Then management must sell these missions, goals and objectives to the members of the various departments. Persuation needs a user-friendly approach. Managers involved in the process must remain positive and approachable, and should have an encouraging demeanor. At this point managers should coach and encourage rather than criticise or punish.(ArLyne Diamond, 2007) By rewarding success, it is possible to create internal champions among those who are more risk takers and more aware of the value of the new outcomes. They will become role models and persuaders. Other will follow them more easily.(ArLyne Diamond, 2007) The change process involves conducting team building and management development workshops to promote change, get input on needs and work with different management styles. The work shop should combine process and content. Participants must be encouraged to learn about one another personally, and to build a level of trust. They should be given content-specific tasks to perform together. This will enable them not only their working conditions and move towards desired process or cultural changes, but also to work more effectively with each other in the future.(ArLyne Diamond, 2007) Launching of the change management affair should be exciting and motivational, and encourage the participation and ideas of all attendees, who should be provided with a means of ensuring their ongoing involvement in the process. The management must ensure that the words and slogans being used have the same meaning across all the levels. (ArLyne Diamond,2007) For a successful change management strategy, process changes, the introduction of the new machinery, the implementation of new policies and procedures play an important role. The important factors that enable successful management include involvement, commitment, leadership, acceptance, recognition by the workforce of the need for change. A good consideration of the important facilitators for change like communication and training is required. An unsuccessful programme may result if the facilitators are not properly considered. For a sustaining change, effective measurement and monitoring of the system are important. (Pauline Found et.al 2005). Systems thinking and change management evaluation: The present economic and political systems do not consider the whole system and they were developed from a reductionistic perspective. Thus, there are inherent flaws in the system. The system should evolve such that, there is an elimination of the conflicts between what is best for the business and what is best for the society, for which a system’s perspective must be adopted. With this high-level thinking, success can be achieved. This increases huge complexity. Infinite level of complexity surrounds the human bodies and nature. We are a part of the nature; this makes us to operate at a higher level of complexity and sophistication, which we act at the current economic, business and political systems. The problems related to the environment and society is because of the humans who fail to think and act systematically. Pressure to think, and to evolve the sustainable systems will increase with the continuation of these problems. (Frank Dixon, 2006) In recent years, intangible assets-company values, human and intellectual capital, reputation, and brand equity have become increasingly important to organizations. Company reputation and brand are greatly influenced by the public perception. The rapid rise of socially responsible investment illustrates corporate citizenship is becoming a key measure that investors consider. (Nancy R. Lockwood, 2004). It is important to consider the stakeholders interest while implementing the new technology. The human interactions and mindset of the stakeholders also play a major role in changing the system. Management should act according to the mindset of the stakeholders while bringing a change in the system. Technology increases and decreases the number of middle managers in the organizations. In order to obtain the desired IT impacts, it is essential that the top management should be clear about the value they seek, that they convey these values in making major computing investments and look to see whether these values are achieved. Technology provides the way to automate the interpretation of the complex assessment data. This allows the organizations for a quick and easy leverage knowledge that was once extremely expensive and time consuming. (Charles.A.Handler.et.al, 2005) Ethical standards and practices should be developed and implemented in dealing with all the company stakeholders. Commitment to the ethical behavior should be widely communicated in an explicit statement and should be rigorously upheld.(Nancy R. Lockwood, 2004). Conclusions: Product responsibility, strategy for sustainability, the quality of the management should be scrutinized. Right approach for an effective change management will have a greater impact for the successful and sustainable change management programme. Influenced by the major drivers for a change like globalization, economy, and technology, organizations will be increasingly held accountable for their actions. References: Bibliography: Giddens, Anthony (1976) New Rules of Sociological Method: a Positive Critique of interpretative Sociologies. London : Hutchinson Hammer, M. and Champney, J. (1993). Reengineering the Corporation: A Manifesto for Business Revolution. London, Harper Collins Herriot P, Hirsh W, Reilly P. Trust and transition. Wiley, Chichester, 1998 Hiatt, Jeffrey (2006). ADKAR: a model for change in business, government and our community. Prosci Research. ISBN 1930885504 Low, J., & Kalafut, P. C. (2002). Invisible advantage: How intangibles are driving business performance. Cambridge, MA: Perseus Publishing. From the Journals: Charles.A.Handler.et.al, 2005, Managerial hiring in the 21 century, using expert systems to opitmise decision making PsyMax Solutions(2005), white paper series,pp1-21 Desanctis, G. and Poole, M. S. (1994). Capturing the complexity in advanced technology use: adaptive structuration theory. Organization Science, 5(2):121-147. Nancy R. Lockwood(2004), Corporate Social Responsibility:HR's Leadership Role, Society for Human Resource Management on line Available on http://www.shrm.org/ Venkatesh Shankar and Tony O’Driscoll, (2002) “How Wireless Networks are reshaping the Supply Chain.” Supply Chain Management Review, July/August 2002 Walsham, G. and Ham, C.K. (1993). Information Systems Strategy Formation and Implementation: the Case of Central Government Agency Accounting Management and Information Technology, vol. 3: pp.191-209.  Walsham, G. (2002). Cross-cultural software production and use: a structurational analysis. MIS Quarterly 26, vol.4: pp.359-380. From the Internet: Ross.A.Wirth, 2004 Lewin/Schein's Change Theory Available on http://www.entarga.com/orgchange/lewinschein.pdf. Michele Quinn (2007), Six Critical Factors for Successful Change Available on http://www.bmgi.com/ ArLyne Diamond, (2007), Top strategies for embracing change Available on http://www.management-issues.com/default.asp Union Network International (2000). Available on http://www.union-network.org/unisite/Sectors/Commerce/Multinationals/Wal- Mart_has_own_e-business_exchange.htm Organizational Change, an Ethical, Means Based, Approach to Organizational Change Literature Review Available on http://www.jpc-training.com/change/index.htm Tim Wilson, (2002) Wal-Mart cuts the VAN out of EDI Network World Outsourcing Newsletter, 09/23/02 Available on http://www.nwfusion.com/ Frank Dixon(2006), Sustainability and system change. Wal-Mart’s pioneering strategy Available http://www.csrwire.com/pdf/WMT_Sustainability_4-06.pdf Read More