This report examines the importance of change management in project-based organisations, using Wipro UK as a case study. It evaluates organisational readiness, change models, and strategic planning for sustainable change outcomes.
Managing change is a rather important process in making organisational structures successful and competitive in contemporary settings. Hence, change management is a critical factor in project-based organisations (PBOs) such as Wipro Ltd., especially when the company is working on large and dynamic projects to ensure that the project follows the changes and the client’s needs are met as well. This report aims to review the internal and external environment that surrounds Wipro UK, determine the organisation’s preparedness for change, select an appropriate change management model and consider the process of change and its outcome. It finally discusses a strategic plan for the effective maintenance of the interventions’ continuity.
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Wipro Ltd. is a global company that operates in technology services and consulting, and it has a good standing in the United Kingdom market (Kailay and Paposa, 2023). A leading provider of progressive services has a range from IT services and solutions, engineering, BPOs, and cloud computing solutions among others. Wipro UK being a PBO works on several client-based projects at the same time, which certainly requires flexibility, coordination, and management. The firm has aimed to establish efficient digital competencies to cope with market forces while encountering operational/ people issues in the UK segment.
Recent internal audits and market reports reveal several issues within the UK division, such as demotivated employees, high turnover rates, and delayed projects due to ineffective communication within the organization. These points indicate that a good change management plan is required to improve the performance levels of the employees and the effectiveness of the projects.
Wipro UK faced more global or organisational issues than industry-specific ones because the main issues of Wipro UK are internal. Some of the problems involved include; a lack of communication within the different project teams leading to confusion and poor decision-making. It also has high instances of employee turnover, especially of experienced IT personnel, and loses much talent and other costs of having to recruit for the positions (Ngozi and Edwinah, 2022). This is undesirable and could be attributed to the lack of clarity as well as the unstructured approaches used in addressing projects across the various departments. Moreover, there is a lack of enthusiasm among the staff regarding change and utilization of new technologies and agile frameworks resulting in slow growth. These challenges are a big deal and they impact the overall timing of the project, the morale of the team, and the satisfaction of the clients. Given that these issues are internal, Wipro UK has sought to use assessment tools such as SWOT and conducted employee satisfaction surveys to gather information about these concerns (Parle et al., 2024). They have been instrumental in defining the company’s change strategy and creating the necessary groundwork for transformation.
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In an effort to address issues with inefficiency, Wipro UK has recently started a change in the form of improving the use of the Agile project management between departments (Vukadinović and Fabac, 2022). The objective was to provide more flexibility in projects, enhance cross-team cooperation, and decrease project lifecycles. The transition was not without some hitches whereby culture for change as well as agile competencies were a subject of concern of staff.
In this regard, Kotter’s 8-Step Change Model was deemed most suitable for this change management process (Bekmukhambetova, 2021). This model is useful to define a systematic way to approach change management by building the need for change, assembling the change and reinforcing change throughout the culture of the organization.
Reason for Selection:
Of all the models of change, Kotter’s model best fits the approach and nature of change at Wipro UK since it brings out the human factor along with the strategic aspect to meet the following objectives: Its logical sequence means that it covers both emotional and rational approaches to facilitating the business performance.
Change Readiness Assessment
Prior to this process, Wipro UK collected their evaluation of change readiness index to measure the organisation’s preparedness to adopt agile practices. This was buying data that came from internal questionnaires, interviewing the different department heads and focus group discussions with the various working teams. The objectives of assessing employee attitude, resources, processes, and supervisory buy-in were achieved.
It showed that there is a considerable amount of resistance mainly from the managerial team and better communication, coupled with highly structured training should be established (Taherdoost, 2021). Some of the risks include blurred structural interfaces and insufficient competitive knowledge and skills. In response, the company highlighted measures such as implementing early training sessions, creating standardised agile frameworks, and conducting stakeholder outreach campaigns.
To test the validity of the above-stated ideas, Wipro employed models like Force Field Analysis to compare driving forces against resisting forces and McKinsey’s 7S Framework to analyze the compatibility. Communication of the change plan was very well organized and coherent in terms of their message and its consistency. This was done through digital newsletters, and messages from the leadership, as well as using departmental briefings to communicate the vision and the direction and expected returns on the agility transformation that Wipro sought (Boyle et al., 2022). These include the project Teams, employee relations, customer front-line workers, and middle managers because they were to be sold on the message and have the message made as clear as possible.
Identifying the Effectiveness of Change
When working on the concept of agility at Wipro UK, the management decided to launch pilot teams first to trial and work through the new systems. After some positive experiences were made, resistance came from teams that used to practice classic project management approaches.
To address the issue of resistance, Wipro employed elements like the Awareness, Desire, Knowledge, Ability and Reinforcement (ADKAR) model which helped Wipro in defining as to which of these AR stages an individual was at while resisting the change. Various behaviours such as reluctance to participate in agile ceremonies and minimal engagement in feedback processes were managed through observation and assessment by the team leaders (Omachi and Oluwatosin, 2024).
Measures that were used to manage the above challenges were naming ‘Agile Champions’ in each unit, providing incentives and incorporating agile participation in performance goals and objectives. Managers were also taught how to become more open leaders in order to change the attitudes of the teams and to increase their confidence in the new process.
Methods Applied to Monitor Change
It is imperative that progress in relation to the identified changes was measured to help gauge the success of the change process and its integration. Wipro’s research study was conducted with the help of both qualitative and quantitative research methods in the UK. Some of the measures that were actually managed in real time include success of sprints, time taken to deliver a project, client satisfaction index, and the defect index.
To complement the change management efforts, monthly training workshops and agile maturity assessments were conducted. These sessions also provided avenues for feedback sessions, peer-sharing and effective customer reminders regarding the set course objectives. The first method employed by Wipro was the assessment matrix showing the performance before and after change to understand changes in productivity, collaborative efforts and quality of delivery.
Style and Theoretical Alignment
The type of leadership manifested during the process of change was mainly transformational (Ausat et al., 2024). The executives and specifically project directors engaged in initiatives such as communicating a vision, promoting creativity, and attending to the employees’ concerns. This opinion is similar to Bass and Avolio’s transformational leadership theory which includes the concepts of idealized influence, inspirational communication, intellectual stimulation, and consideration of individuals.
Cultures of trust and resilience were established by tapping into transformational leadership, which in turn paved the way for the necessary culture change to embrace agile across their project-based organisation in Wipro UK (Chaudhary, 2022).
Recommendation
From the scrutiny of the challenges that faced Wipro UK and from the adoption of agile practices, it is possible to make the following three strategic recommendations to endorse future changes and guarantee long-term enhancement.
To support all types of change management activities in Wipro UK, it should hire a fresh Chief Management Officer (Thanikachalam Vedhathiri, 2024). This unit would help in standardization of change processes, bring coherence to the ongoing change, and measure the fit of change to organizational strategy. It would also serve as a repository for information sharing; that is, it would avail information that could be shared within the ML professionals across the multiple projects.
The results pointed most significantly to the managerial level, signifying that support should be specific to this group of staff. This can be achieved through the designing of leadership development programs that focus on management coaching and through incentives to make the managers participate in the change process actively.
In order for Wipro to embrace agile transformation there should not only be changes in methodologies that it employs but also change the overall values system to reflect agility. This is done by applying agility to areas such as recruitment and selection, training and development, performance management, and so on, to establish an effective culture of development.
All of these recommendations will enhance the change readiness, proactive leadership and long-term capability within the structure and focus on the project work of Wipro UK.
Conclusion
Strategy implementation is one of the most complex activities within organizations and can be further divided into change management processes. This report examines the case of Wipro UK and its shift to Agile project management, a process that affords various opportunities and difficulties when it comes to change management in a project-oriented firm. With the evaluation of readiness, selection of a suitable change model, use of the structural intervention and also tracking of progress, Wipro has established the groundwork for a new improved working culture. In the future, leadership engagement and organisational culture are likely to play a critical role in sustaining and further entrenching change.
Reference list
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