Change Management in a Context of Digital Transformation

Abstract

In recent years, change management has been and remains one of the most pop-ular research topics. The massive switch to Industry 4.0 dictates to businesses the need to build specific change management strategies. This thesis aims to es-tablish whether one of classical change management frameworks is applicable to changes related to digital transformation or not. Four change management model are analyzed: Lewin’s model, Kotter’s model, ADKAR and CAP model. To make the thesis more practically-oriented, the case of a specific manufacturing company’s journey towards Digital transformation was investigated. The study revealed that none of considered models is fully applicable to changes related to i4.0 transition. As a result of this research, a 10-step model to lead change management during digital transformation at manufacturing companies, was proposed. This model was crystallized as a combination of both relevant steps proposed by change management frameworks and Company X’s experi-ence. The model highlights the importance of preparatory stage: objective pre-liminary assessment of current technological development, organizing the work-shops with all employee’s participation to show them the proper reasoning be-hind digital transformation and proper business case calculations. Key success factors during the change execution stage are achieving quick-wins from new technologies and making sure that technology is of a high quality. The thesis also suggests the topics for further research to make the topic even more comprehensively covered. Key

In recent years, change management has been and remains one of the most pop-ular research topics. The massive switch to Industry 4.0 dictates to businesses the need to build specific change management strategies. This thesis aims to es-tablish whether one of classical change management frameworks is applicable to changes related to digital transformation or not. Four change management model are analyzed: Lewin’s model, Kotter’s model, ADKAR and CAP model. To make the thesis more practically-oriented, the case of a specific manufacturing company’s journey towards Digital transformation was investigated. The study revealed that none of considered models is fully applicable to changes related to i4.0 transition. As a result of this research, a 10-step model to lead change management during digital transformation at manufacturing companies, was proposed. This model was crystallized as a combination of both relevant steps proposed by change management frameworks and Company X’s experi-ence. The model highlights the importance of preparatory stage: objective pre-liminary assessment of current technological development, organizing the work-shops with all employee’s participation to show them the proper reasoning be-hind digital transformation and proper business case calculations. Key success factors during the change execution stage are achieving quick-wins from new technologies and making sure that technology is of a high quality. The thesis also suggests the topics for further research to make the topic even more comprehensively covered.