This study helps to identify the change process that took place in TED (UK). Balogun and Hope’s Change Kaleidoscope Model , Lewin’s force field analysis,Johnson’s Cultural Web ,Mc Kenseys 7’s Model and Kotter’s 8 change step model were taken into consideration for this study.
University of London Metropolitan
In fulfillment of the requirements
for the Degree of Bachelor of Business Administration
September 2019
, CONTENT
1.0 Introduction 03
2.0 Case Study Analysis 03
2.1 Balogun and Hope’s Change Kaleidoscope Model 03
2.1.1 Most enabling / helpful aspect of change context in TED 04
2.1.2 Most challenging aspects of change context in TED 06
2.1.3 Neutral aspect of change context in TED 07
2.2 Lewin’s force field analysis 07
2.2.1 Weighing of driving forces to change 07
2.2.2 Weighing restraining forces to change 09
2.3 Johnson’s Cultural Web 11
2.4 Mc Kenseys 7’s Model 18
2.5 Kotter’s 8 change step model 23
3.0 Conclusion 25
4.0 References 26
2|Page
, 1.0 Introduction
TED opened in 1994 as a division of Ascension for handling track and signaling maintenance as
well as larger transport engineering construction projects. By ending their successful journey in
2012 they have encountered number of issues which led competitors to become strong and turn
decision of sold off or closed. In late 2012 on an appointment of new CEO it has created a
revolutionary change which facilitated company to drive its peak.
Therefore, this study is to identify main issues confronted when developing strategic change and
critically evaluate different approaches to the process of strategy development in TED.
2.0 Case Study Analysis
2.1 Balogun and Hope’s Change Kaleidoscope Model
Change Kaleidoscope Model uses to analyze organization context in order to select appropriate
implementing options for successful change process. The factors which define the context, and
which incorporated in the Change Kaleidoscope are time, scope, preservation, diversity,
capability and readiness (Balogun and Hope Hailey, 2004).
Table 1: Applicability of Balogun and Hope’s Change Kaleidoscope Model
Factor Impact
Time Negative
At the time of arrival of Jack Warner (CEO), Ascension was ready to close the division if he
failed. Therefore, change was required quickly and time available was very limited.
Scope Negative
High degree of change was required by covering all aspects including human resource and
processes. Culture of organization was required transformational change since it has created
major impact on human resource. However, there was a challenge of changing the thing
financially instead of losing current things.
Preservation Positive
Work force with technical and engineering skills. About a quarter of workforce including a
whole layer of management removed from the company.
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