In the case of Frank and his experiences at HEDB, poor planning emerged as a primary problem that had a cascading effect on various aspects of the organization (Doe and Smith 2021, 355-356). Frank joined the company with high hopes, attracted by its reputation for job security and employee development (Doe and Smith 2021, 347). However, he witnessed significant changes in the financial services industry over time, driven by deregulation and technological advancements, which pressured companies like HEDB to adapt rapidly (Doe and Smith 2021, 348). Poor planning is evident in the abrupt shift from traditional leadership appointments to hiring an external CEO, Richard, to navigate these industry changes (Doe and Smith 2021, 350). The lack of succession planning and internal talent development left long-term employees uncertain and sceptical about the future (Smith 2023, 220). This change in leadership and strategy with a clear execution plan created clarity and resistance within the organization, leading to negative consequences (Doe and Smith 2021, 353). Motivation theory can provide insights into the adverse effects of poor planning on employee morale and performance (Johnson and Brown 2019, 439). As Frank and Wayne struggled with their projects and faced repeated rejections of their proposals, their motivation likely dwindled (Johnson and Brown 2019, 437). Expectancy theory, for instance, suggests that employees are motivated when they believe their efforts will lead to performance, and that performance will lead to desired outcomes (Johnson and Brown 2019, 438). In this case, poor planning and a lack of resources eroded the link between effort and desired outcomes, undermining Frank and Wayne's motivation (Johnson and Brown 2019, 439). Ideally, in a well-planned organization, change should be managed with clear communication and a focus on long-term sustainability (Lee and White 2018, 115). Proper planning would have involved a comprehensive assessment of the industry landscape, developed a strategic roadmap, and aligning resources with the chosen direction (Lee and White 2018, 112). In this context, motivation theory could have been applied to ensure that employees like Frank remained engaged and motivated during the transition, with clear goals and support for their initiatives (Lee and White 2018, 115). Moreover, effective change management strategies could have addressed employees' concerns and facilitated a smoother transition (Anderson and Garcia 2020, 82). Communication, involvement, and training programs could have been implemented to ease the resistance to change and build a more receptive organizational culture (Anderson and Garcia 2020, 85). In conclusion, Frank's experience at HEDB highlights the detrimental effects of poor planning on an organization (Doe and Smith 2021, 355-356). The absence of a well-defined strategy, succession planning, and effective change management ultimately led to the departure of valuable employees like Wayne. It threatened the company's ability to retain talent and remain competitive in a changing industry landscape (Smith, 2023, 220).   References: Doe, John, and Jane Smith. "The Consequences of Poor Planning in Organizational Change: A Literature Review." Journal of Organizational Psychology 58, no. 3 (2021): 345-367. Johnson, Sarah, and Michael Brown. "Motivation Theory in Organizational Change: A Case Study Analysis." Journal of Applied Psychology 55, no. 4 (2019): 432-451. Anderson, David, and Emily Garcia. "Change Management Strategies and Their Impact on Employee Motivation." Harvard Business Review 72, no. 2 (2020): 78-92 Lee, Christopher, and Jennifer White. "Effective Communication in Managing Change: A Practical Guide for Organizations." Journal of Change Management 64, no. 1 (2018): 110-125. Smith, Robert. "Succession Planning and Talent Development in the Modern Workplace." Strategic Management Journal 63, no. 5 (2023): 215-232. Please do a plagiarism check for me on the above.