The change process was initially started by chairman Vanvelde who was employed in 2000. However, his policies remained quite successful in first 2 years i-e 2001 – 2002 but then failed to eradicate structural issues in the company. The company continued to expand its business operations in both domestic and global markets with the passage of time and diversified its business. The chairman enabled the firm to operate in new markets and improve its financial position by 2004 but internal inefficiencies had still remained a headache for strategic planners.
As far as changes in the later period of 2005- 2008 is concerned, it is worthwhile to mention that M&S developed and implemented PLAN A in 2007 under guidance, supervision and leadership of Mr. Stuart Rose to eradicate structural problems and restore its competitiveness in the marketplace. The policies of Mr. Stuart helped in eradicating many management and administrative inefficiencies and restoration of employees’ confidence over strategic planners in M&A.
The report will critically evaluate the overall change management and implementation process followed by a detailed SWOT analysis of Marks and Spencer in 2010. The report will also include forecasts about any future changes (and their management) and will finally end up with a conclusion.
Change Management is a technique adopted by strategic planners and top managers to improve organisational efficiency, productivity and environment. The strategy is widely used as a part of Restructuring and Reengineering Program within an organisational context to ensure a discrimination organisational culture, open information sharing, shared values and experimentation so that employees can contribute more for goal accomplishment and financial gains.
Our company Marks and Spencer is a leading manufacturer / producer, marketer and seller of top quality ready-made garments or apparel, shoes, food