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Guiding Coalition Recommendations 1 Brian Nossokoff MBA-699-Q2843 Strategic Opportunity Mgmt 23TW2 2-1 Milestone One: Guiding Coalition Recommendations December 14, 2023 Dr. Robert Shindell

Guiding Coalition Recommendations 2 Guiding Coalition Recommendations To aid change initiatives, it is crucial to build an effective change oversight team, or guiding coalition. The individuals comprised on this team must be highly skilled in unique areas of the organization, as well as influential and persuasive to help affect the proposed changes and address any opposition within a diverse organization. This will ensure that the innovation within the organization allows the most unique ideas and perspectives to shine to help long-term sustainability in the organization. There is a select group of people that have a wide enough effect on day-to-day operations that should be included in this guiding coalition. The first of which should be Omar Mattsson, the manufacturing director of the firm. Omar oversees 580 employees among twelve manufacturing plants. He is responsible for ensuring safety and production goals are met accordingly, in addition to any long-term goals of the company. Additionally, even though he started with the organization through an acquisition, he has been able to set the standards in the organization and is quite pleased in his role. Furthermore, he has helped in new market expansion, as the company was able to expand to meet the demands in the Middle East. He might not always be the most liked in the organization, as he commonly rubs people the wrong way; however, with his 3-years of tenure within the organization, he can perform quite admirably. The next individual that should be a part of this guiding coalition is Elaine Hartwick, acting director, who has been in her position for the past two years. Elaine has the skill to address volatility in any industry. She currently oversees 18 senior managers within the organization. Similar to Omar, she is well-known for not being the easiest to work within the organization; however, in her ten-year tenure in the organization, she has developed the creativity

Guiding Coalition Recommendations 3 and imagination to help take the organization to new heights. Elaine would be a highly beneficial person to have on the guiding coalition due to the fact that volatility can present new obstacles to an organization. As Elaine has been in this position for ten years, she can help persuade staff to stay-the-course for any changes that the organization is pursuing. The third individual that should be a part of this guiding coalition is John Martensson, Research Director, who has been in this position for fifteen years. John provides the tenacity required to help the organization expand its reach and satisfy its long-term obligations. He has been behind the company's most notable oncology medication, and though he has been a part of the organization since its onset where more mergers have failed than been successful, he does not let those deter him. Currently, John oversees the company's research labs in three countries, overseeing more than 100 scientists. John's 22-year tenure has subjected him to a variety of experiences that can aid him in meeting the production standards of any organization. It is important to have John be a part of the coalition to show others in the company that it is important to never give up even if things do not go entirely to plan. One highly crucial aspect to consider when establishing a guiding coalition is addressing any opposition within an organization. One reason for opposition may include front-line staff being afraid of losing something valuable as a result. But arguably more important than that is lack of trust. Often, front-line staff feels as though supervisors can be highly individualistic in nature, when that may not always be the case (Kotter & Schlesinger, 2008). This is where Hofstede's cultural dimensions may come into play, and though it helps in addressing diversity in a global workforce, it has concepts that are translatable to any organization. Notably, where individualism vs. collectivism is concerned. In individualistic cultures, people will look out for

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Guiding Coalition Recommendations 4 themselves and their families first and foremost, but collectivist cultures look out for all, and everyone is expected to take care of each other accordingly (Hofstede, 2011). As a result, it is important to ask what kind of culture is contained within the organization. If the culture is individualistic in nature, it is important to initiate a massive culture change to help the proposed changes stick accordingly. The first strategy to help the members align with the change initiative of the organization is to ensure that trust has not been lost or misplaced between frontline staff and supervisors in the organization. Additionally, to establish a sense of urgency within the team, it's going to be important to utilize visual evidence of the need for change. Persuasiveness, and a wide array of experience coupled with the enthusiasm and strong support for the change as well as visual evidence on why the change needs to occur will help solidify why it needs to occur. Regular, timely, effective communication is crucial in this process. Hold town hall meetings to ensure staff members are kept up to date on what is occurring in the organization, such as town-hall meetings to ensure staff members can respond to the proposed changes. These activities help build trust because staff members may not feel that their voices are being heard and addressed during times of change. With effective, timely communication, is entirely possible that staff may buy into these proposed changes as they will appreciate that they are finally being heard.

Guiding Coalition Recommendations 5 References Hofstede, G. (2011). Dimensionalizing cultures: The Hofstede model in context. Online readings in psychology and culture , 2 (1), 8. Kotter, J. P., & Schlesinger, L. A. (2008). Choosing strategies for change . Harvard Business Review. https://hbr.org/2008/07/choosing-strategies-for-change

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