Abstract
The aim of this research is to determine if the steps pertaining to the implementation phase of Kotter’s (1996) model were correctly followed. The AVAF Commercial sales front end implemented the Balanced Scorecard methodology two years ago. This was to bring the business unit in line with the rest of the ABSA group. Management needed to know if the introduction of the balanced scorecard was successful or not. It was decided that the model for a planned change process as proposed by Kotter (1996) would be used to evaluate the introduction of the balanced scorecard in AVAF. Management do not know what the perceptions of staff are regarding the successful planning, implementation and evaluation of the BSC. The study only focused on the implementation part of the model as this part of the model affected employees at grass roots level the most. The three steps of Kotter’s (1996) model pertaining to the implementation of change are, Communicating the Vision, Empowering Employees and Creating Short-term Wins.
A thorough literature study of the eight step model as proposed by Kotter (1996), as well as the views of other authors on planned change was undertaken. The study revealed that all planned change programmes has the same three broad phases. These are Planning, Implementation and the anchoring of the completed change in the culture. The role of leadership are emphasised during this process. The balanced scorecard methodology was explored and placed in context as a change programme.
The research was conducted by using a qualitative approach. The benefit of a qualitative research, applied to an actual case study, is that an intense understanding of the theory can be gained and the findings used to benefit a case-specific application such as the AVAF commercial sales front end. Data collection in this study was done by means of a focused interview consisting of questions on an interval scale.
The results of the research highlighted some concerns that needed to be addressed by management. Recommendations were made to management on a possible plan of action to address these concerns.
The research has indicated that communication during the change process is a vital factor in determining the success of the change effort. Communication of the vision is not a once off action. It is a continues effort that impacts on all aspects of the planned change model as proposed by Kotter (1996). The study contributed to the body of knowledge in the organization as it shows how future change programs can be improved.
Dr. R. Huysamen