Strategic management objectives

Strategic Management is the monitoring, evaluation, decision making and execution of strategy. The setting and measuring of KPI's
are critica, to either improve or redefine strategy.

In today's world of online business and especially marketing, technologies such as big data and analytics can make organizations
flexible and fast to react, or proact As the case may be,

The main objectives of strategic management will be to ensure that the strategies are being executed and that the results rse
conveyed for decision making on how to proceed.

Short-Term Objectives

Short-term objectives represent the goals an organization sets that are centered on tasks that can be achieved within the next six
months or, at the outset, within one year. An example of a short-term goal might be to increase sales by 10 percent. This is an easily
measurable goal and employees can be held directly accountable for ensuring that it is met.

Long-Term Objectives

Long-term objectives define any goal that has a time frame exceeding one year. Business goals that are normally considered long
term include developing a new product, growing annual revenue and developing a comprehensive marketing and public relations
strategy. Importantly, long-term goals must not go on forever. While they take more time than short-term objectives, long-term goals
must be realistic and time bound.

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INTRODUCTION TO TWO-WHEELER INDUSTRY:

Automobile Industry is one of the largest industries in global market. Two-wheeler segment is one of the
most important components of the automobile sector which has been in existence in the country since 1955. India is
the second largest two-wheeler market in the world, it stands next to Japan and china in terms of number of two-
wheelers produced and sold. In India there are 7 scooters manufacturers, 9 motorcycle manufacturers and 3 mopeds
manufacturers. In earlier day’s Two-wheeler industry had three segments one is bike and other two being Scooters
and mopeds, but in present we can see mostly bikes since there is not that much of scooters and mopeds are
produced nowadays, due to new technologies and innovation. Recently the biggest seller of scooters that is Bajaj
Auto has stopped producing or selling scooters since there is no demand in the market for the scooters. So we are
mainly going to look at the bikes in two-wheelers industry. Bikes are also divided in to two groups automatic gear
bikes and gear two-wheelers, again gear bikes are classified in to two-stroke engine and four stroke engine.

CONCLUSION:
My recommendation to the two-wheeler industry:

Nowadays designing of two-wheelers industries seems to be aiming only at youngsters; they have to aim at providing
some technology which also convinces people who are aged above 40. Many of them are affected with back pain
while riding low or middle cost two-wheeler and also shock-ups life is very minimum. They have to think on these
technologies and give some added on facilities to their products. Sometimes there is variation between the mileages
too, i.e. they promises us that their product would give 80 Km/per liter but product will result in giving lesser than that
even after following their guidelines. Because of the different segments in two-wheeler industry, 100cc segment two-
wheelers demand falls down which has traditionally enjoyed the maximum market share. The two-wheeler industry
should concentrate on reducing their bike prices because there is not that much difference of price between high-end
bikes and low-end cars (e.g.: Nano).

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IFE & EFE Matrices

Definition
Internal Factor Evaluation (IFE) Matrix

is a strategy tool used to evaluate firm’s internal environment and to reveal its strengths as well as weaknesses.

External Factor Evaluation (EFE) Matrix

is a strategy tool used to examine company’s external environment and to identify the available opportunities and threats.

Understanding the tool

The internal and external factor evaluation matrices have been introduced by Fred R. Davidin his book ‘Strategic
Management’[1] (at least I found them there and couldn’t trace their origins anywhere else). According to the author, both tools are
used to summarize the information gained from company’s external and internal environment analyses. The summarized
information is evaluated and used for further purposes, such as, to build SWOT analysis or IE matrix. Even though, the tools
are quite simplistic, they do the best job possible in identifying and evaluating the key affecting factors. Both tools are nearly
identical so we’ll only show an example of an EFE matrix right now.

External Factor Evaluation Matrix

Key External Factors Weight Rating Weighted

Score

Opportunities

1. New trade agreement that lifts the ban of imported 0.11 3 0.33
food is signed with a neighboring country.

2. Signing a contract with a new supplier. 0.09 1 0.09

3. Processed food market growing by 15% next year in 0.24 2 0.48

our largest market.

4. Incorporating a new company in neighboring country, 0.10 1 0.10

where the tax rate is decreasing by 3% next year.

Threats
 External Factor Evaluation Matrix

Key External Factors Weight Rating Weighted

Score

5. The contract with the main customer expires in 2 0.17 4 0.68

months.

6. Extreme cases of natural disasters occurring next 0.03 2 0.06

year.

7. New law, requiring decreasing the amount of sugar in 0.14 3 0.42

the food by 20%, could be passed next year.

8. Competitors opening 3 new stores in the town. 0.12 2 0.24

Total 1.00 - 2.40

Key External and Internal Factors

EFE Matrix. When using the EFE matrix we identify the key external opportunities and threats that are affecting or might affect a
company. Where do we get these factors from? Simply by analyzing the external environment with the tools like PEST
analysis, Porter’s Five Forces or Competitive Profile Matrix.

IFE Matrix. Strengths and weaknesses are used as the key internal factors in the evaluation. When looking for the strengths, ask
what do you do better or have more valuable than your competitors have? In case of the weaknesses, ask which areas of your
company you could improve and at least catch up with your competitors?

The general rule is to identify 10-20 key external factors and additional 10-20 key internal factors, but you should identify as many
factors as possible.

Weights
Each key factor should be assigned a weight ranging from 0.0 (low importance) to 1.0 (high importance). The number indicates how
important the factor is if a company wants to succeed in an industry. If there were no weights assigned, all the factors would be
equally important, which is an impossible scenario in the real world. The sum of all the weights must equal 1.0. Separate factors
should not be given too much emphasis (assigning a weight of 0.30 or more) because the success in an industry is rarely
determined by one or few factors.
Weights have the same meaning in both matrices.

In our first example, the most significant factors are ‘Processed food market growing by 15% next year in our largest market.’ (0.24
points), ‘The contract with the main customer expires in 2 months.’ (0.17 points) and ‘New law, requiring decreasing the amount of
sugar in the food by 20%, could be passed next year.’ (0.14 points).

Ratings
The meaning of ratings is different in each matrix, so we’ll explain them separately.

EFE Matrix. The ratings in external matrix refer to how effectively company’s current strategy responds to the opportunities
and threats. The numbers range from 4 to 1, where 4 means a superior response, 3 – above average response, 2 – average
response and 1 – poor response. Ratings, as well as weights, are assigned subjectively to each factor. In our example, we can see
that the company’s response to the opportunities is rather poor, because only one opportunity has received a rating of 3, while the
rest have received the rating of 1. The company is better prepared to meet the threats, especially the first threat.

IFE Matrix. The ratings in internal matrix refer to how strong or weak each factor is in a firm. The numbers range from 4 to 1,
where 4 means a major strength, 3 – minor strength, 2 – minor weakness and 1 – major weakness. Strengths can only receive
ratings 3 & 4, weaknesses – 2 & 1. The process of assigning ratings in IFE matrix can be done easier using benchmarking tool.

Weighted Scores & Total Weighted Score

The score is the result of weight multiplied by rating. Each key factor must receive a score. Total weighted score is simply the sum
of all individual weighted scores. The firm can receive the same total score from 1 to 4 in both matrices. The total score of 2.5 is an
average score. In external evaluation a low total score indicates that company’s strategies aren’t well designed to meet the
opportunities and defend against threats. In internal evaluation a low score indicates that the company is weak against its
competitors.

In our example, the company has received total score 2.40, which indicates that company’s strategies are neither effective nor
ineffective in exploiting opportunities or defending against threats. The company should improve its strategy and focus more on how
take advantage of the opportunities.

Benefits
Both matrices have the following benefits:

 Easy to understand. The input factors have a clear meaning to everyone inside or outside the company. There’s no
confusion over the terms used or the implications of the matrices.
 Easy to use. The matrices do not require extensive expertise, many personnel or lots of time to build.
 Focuses on the key internal and external factors. Unlike some other analyses (e.g. value chain analysis, which identifies
all the activities in the company’s value chain, despite their importance), the IFE and EFE only highlight the key factors
that are affecting a company or its strategy.
 Multi-purpose. The tools can be used to build SWOT analysis, IE matrix, GE-McKinsey matrix or for benchmarking.

Limitations

 Easily replaced. IFE and EFE matrices can be replaced almost completely by PEST analysis, SWOT analysis, competitive
profile matrix and partly some other analysis.
 Doesn’t directly help in strategy formation. Both analyses only identify and evaluate the factors but do not help the
company directly in determining the next strategic move or the best strategy. Other strategy tools have to be used for that.
 Too broad factors. SWOT matrix has the same limitation and it means that some factors that are not specific enough can
be confused with each other. Some strengths can be weaknesses as well, e.g. brand reputation, which can be a strong
and valuable brand reputation or a poor brand reputation. The same situation is with opportunities and threats. Therefore,
each factor has to be as specific as possible to avoid confusion over where the factor should be assigned.

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QUANTITATIVE STRATEGIC PLANNING MATRIX (QSPM)

The Quantitative Strategic Planning Matrix is a strategic tool which is used to evaluate alternative set of strategies. The QSPM
incorporate earlier stage details in an organize way to calculate the score of multiple strategies in order to find the best match
strategy for the organization.

The QSPM comes under the third stage of strategy formulation which is called “The Decision Stage” and also the final stage of this
process. The best thing about QSPM is that it never insist the strategist to enter the information on assumptions, it extract the
information from stage 1 The Input Stage and stage 2 the the matching stage. The input stage is based on EFE Matrix, IFE Matrix
and CPM and stage 2 made up of TOWS matrix, SPACE Matrix, BCG Matrix, IE Matrix, Grand Strategy Matrix.The QSPM combine
the intuitive thinking of managers with the analytical process to decide the best strategy for the organization success.

Quantitative Strategic Planning Matrix (QSPM) is a high-level strategic management approach for evaluating possible strategies.
Quantitative Strategic Planning Matrix or a QSPM provides an analytical method for comparing feasible alternative actions. The QSPM
method falls within so-called stage 3 of the strategy formulation analytical framework.

When company executives think about what to do, and which way to go, they usually have a prioritized list of strategies. If they like one
strategy over another one, they move it up on the list. This process is very much intuitive and subjective. The QSPM method introduces some
numbers into this approach making it a little more "expert" technique

FORMAT OF QUANTITATIVE STRATEGIC PLANNING MATRIX

There are four main columns in QSPM, the left column list down the key internal and external key factors which are same as in EFE
and IFE matrix. Adjacent column to key factors is Weight (relative importance of the factor) which hold the numeric value obtained
from EFE and IFE matrix weight column. The next to weight is AS stands for attractive score assign priority to key factors using the
numeric value 4 for most importance and 1 for least importance and the last column TAS (Total attractive score) is the value
calculated by multiplying weight by AS. One thing important to note for each strategy separate AS and TAS value added in the table,
weight remain same for all set of strategies mentioned in QSPM. The topmost shows the strategies are compared in the QSPM
matrix, below mentioned table illustrate the structure of QSPM matrix.

STEPS TO DEVELOP QUANTITATIVE STRATEGIC PLANNING MATRIX (QSPM)

Step 1
Make a list of the firm’s key external opportunities/threats and internal strengths/weaknesses in the left column of the QSPM. This
information should be taken directly from the EFE Matrix and IFE Matrix. A minimum of 10 external critical success factors and 10
internal critical success factors should be included in the QSPM.

Step 2
Assign weights to each key external and internal factor. These weights are identical to those in the EFE Matrix and the IFE Matrix.
The weights are presented in a straight column just to the right of the external and internal critical success factors.

Step 3
Examine the Stage 2 (matching) matrices and identify alternative strategies that the organization should consider implementing.
Record these strategies in the top row of the QSPM. Group the strategies into mutually exclusive sets if possible.

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Environmental Threat and Opportunity Profile (ЕТОР)

Environmental Threat and Opportunity Profile (ЕТОР)!
The Environmental factors are quite complex and it may be difficult for strategy managers to classify them
into neat categories to interpret them as opportunities and threats. A matrix of comparison is drawn
where one item or factor is compared with other items after which the scores arrived at are added and
ranked for each factor and total weight age score calculated for prioritizing each of the factors.

This is achieved by brainstorming. And finally the strategy manger uses his judgment to place various
environmental issues in clear perspective to create the environmental threat and opportunity profile.

Although the technique of dividing various environmental factors into specific sectors and evaluating
them as opportunities and threats is suggested by some authors, it must be carefully noted that each
sector is not exclusive of the other.

Each of the major factors pertaining to a particular sector of environment may be divided into sub-sectors
and their effects studied. The field force analysis goes hand in glove with ETOP, as here also the
contribution with regard to opportunities and threats posed by the environment is also a necessary part of
study.

ETOP Preparation:
The preparation of ETOP involves dividing the environment into different sectors and then analyzing the
impact of each sector on the organization. A comprehensive ETOP requires subdividing each
environmental sector into sub factors and then the impact of each sub factor on the organization is
described in the form of a statement.

A summary ETOP may only show the major factors for the sake of simplicity. The table 1 provides an
example of an ETOP prepared for an established company, which is in the Two Wheeler industry.

The main business of the company is in Motor Bike manufacturing for the domestic and exports markets.
This example relates to a hypothetical company but the illustration is realistic based n the current Indian
business environment.

Table 1: Environmental Threat and Opportunity Profile (ETOP) for a Motor Bike company:

Environmental Sectors Impact of each sector

Social (↑) Customer preference for motorbike, which

are fashionable, easy to ride and durable.

Political (→) No significant factor.

Economic (↑) Growing affluence among urban

consumers; Exports potential high.
Regulatory (↑) Two Wheeler industry a thrust area for
exports.

Market (↑) Industry growth rate is 10 to 12 percent per

year, For motorbike growth rate is 40
percent, largely Unsaturated demand.

Supplier (↑) Mostly ancillaries and associated

companies supply parts and components,
REP licenses for imported raw materials
available.

Technological (↑) Technological up gradation of industry in

progress. Import of machinery under OGL
list possible.

As shown in the table motorbike manufacturing is an attractive proposition due to the many opportunities
operating in the environment. The company-can capitalize on the burgeoning demand by taking
advantage of the various government policies and concessions. It can also take advantage of the high
exports potential that already exists.

Since the company is an established manufacturer of motorbike, it has a favorable supplier as well as
technological environment. But contrast the implications of this ETOP for a new manufacturer who is
planning to enter this industry.

Though the market environment would still be favorable, much would depend on the extent to which the
company is able to ensure the supply of raw materials and components, and have access to the latest
technology and have the facilities to use it. The preparation of an ETOP provides a clear picture for
organization to formulate strategies to take advantage of the opportunities and counter the threats in its
environment.

The strategic managers should keep focus on the following dimensions,

1. Issue Selection:
Focus on issues, which have been selected, should not be missed since there is a likelihood of arriving at
incorrect priorities. Some of the impotent issues may be those related to market share, competitive
pricing, customer preferences, technological changes, economic policies, competitive trends, etc.
2. Accuracy of Data:
Data should be collected from good sources otherwise the entire process of environmental scanning may
go waste. The relevance, importance, manageability, variability and low cost of data are some of the
important factors, Which must be kept in focus.

3. Impact Studies:
Impact studies should be conducted focusing on the various opportunities and threats and the critical
issues selected. It may include study of probable effects on the company’s strengths and weaknesses,
operating and remote environment, competitive position, accomplishment of mission and vision etc.
Efforts should be taken to make assessments more objective wherever possible.

4. Flexibility in Operations:
There are number of uncertainties exist in a business situation and so a company can be greatly benefited
buy devising proactive and flexible strategies in their plans, structures, strategy etc. The optimum level of
flexibility should be maintained.

Some of the key elements for increasing the flexibility are as follows:
(a) The strategy for flexibility must be stated to enable managers adopt it during unique situations.

(b) Strategies must be reviewed and changed if required.

(c) Exceptions to decided strategies must be handled beforehand. This would enable managers to violate
strategies when it is necessary.

(d) Flexibility may be quite costly for an organization in terms of changes and compressed plans; however,
it is equally important for companies to meet urgent challenges.

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Managing resistence to change—

If you’ve led the implementation of changes in your organization, you will have experienced resistance to change in some shape or
form. Here are some of the ways I’ve heard leaders describe that experience:

 “My staff keep asking the same questions repeatedly – it’s like they’re searching for reasons to oppose this project.”
 “In meetings, people say that they’re okay with the change, but I can tell by their crossed arms and frowns that they’re
unhappy.”
 “No one has expressed concerns directly to me, but I’ve heard through the grapevine that there is a lot of negative talk
about this project.”
 “Our employees are not adopting and using the change, despite having been trained. They’ve developed a workaround to
avoid using the new system.”

These experiences are all examples of resistance to change. Not surprisingly, one of the most common questions I get when I’m
helping senior leaders and managers improve the success rate of their change initiatives is “how do I eliminate resistance?”
Resistance is a normal, human reaction to change. You should expect resistance and not be surprised by it during times of change.
You can’t eliminate resistance, but there is a lot you can do to reduce the amount you will face and to manage it when it does occur.
Prosci’s Best Practices Research has identified three strategies for managing resistance to change. I like to explain these strategies
using a health care analogy.
1. Resistance prevention: The most effective health care strategy is to promote wellness and support people to adopt healthy
lifestyles that can prevent illness. Exercising regularly, maintaining an ideal weight and managing stress are key contributors to a
healthy lifestyle. Similarly, the most effective resistance management strategy is resistance prevention. Forty-four percent of the
participants in Prosci’s 2014 Best Practices in Change Management Study stated that more than half of the resistance they
experienced from employees could have been avoided. Prosci’s research also revealed that the best way to avoid resistance is
through the early and effective application of a structured approach for managing change. For example, a structured approach can
be used to engage the individuals who will be impacted by a change in designing and implementing the change. By providing
meaningful opportunities for impacted individuals to be involved throughout the lifecycle of a change, you can build their ownership
of the change and prevent resistance.
2. Proactive resistance management: In health care, early detection of a medical condition, through regular check-ups and
screening, can significantly improve the potential for a successful outcome. Similarly, the second strategy is proactive resistance
management. Prosci defines this as “the anticipation and identification of resistance early so that it can be planned for, addressed
or eliminated upfront.” A practical example of proactive resistance management is using a stakeholder assessment prior to making a
change to determine which groups will experience the greatest impact from a change, anticipate how they will react to the change
and identify special tactics to mitigate the potential resistance.
3. Reactive resistance management: If a person does become ill, a proper diagnosis of the underlying condition is critical to
determine the appropriate treatment. Similarly, the third strategy is reactive resistance management, which is defined as “a set of
steps that can be used when resistance becomes enduring or persistent.” The successful application of this strategy requires an
understanding of the root cause of the resistance to change. Too frequently, we assume that resistance is due to lack of desire to
adopt a change. In fact, Prosci’s research revealed that, “the primary reason employees resisted change was lack of awareness of
why the change was being made.” It’s also possible that resistance is related to lacking knowledge on how to change or lacking the
ability to apply new skills that are required to implement a change.
To improve the success rate of your change initiatives, you will need to use all three strategies for managing resistance:

 Start by using a structured approach for managing change on every project (Resistance Prevention).
 Next, anticipate the who, where and when of potential resistance and select specific actions to mitigate the resistance
(Proactive Resistance Management).
 Finally, if resistance becomes enduring or persistent, determine the root cause of the resistance and choose appropriate
tactics for addressing the cause (Reactive Resistance Management).

If you are experiencing resistance that threatens the success of your change initiative, contact me. Navigo helps organizations
develop the internal capability to successfully manage change.

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Managing Resistance to change-

Learn from thousands of change management practitioners by following these five tips for managing resistance to change. These
tips are taken from Prosci’s change management best practices research, conducted over the last two decades:

 Do change management right the first time

 Expect resistance to change

 Address resistance formally

 Identify the root causes of resistance

 Engage the “right” resistance managers

1. Do Change Management Right the First Time

Much resistance to change can be avoided if effective change management is applied on the project from the very beginning. While
resistance is the normal human reaction in times of change, good change management can mitigate much of this resistance.
Change management is not just a tool for managing resistance when it occurs; it is most effective as a tool for activating and
engaging employees in a change. Capturing and leveraging the passion and positive emotion surrounding a change can many times
prevent resistance from occurring—this is the power of utilizing structured change management from the initiation of a project.

Participants in Prosci’s 2013 benchmarking study commented on the fraction of resistance they experienced from employees and
managers that they felt could have been avoided with effective change management (see below). Participants cited that much of the
resistance they encountered could have been avoided if they applied solid change management practices and principles. The moral
here is: if you do change management right the first time, you can prevent much of the resistance from ever occurring.
Consider the following change management activities:

 Utilize a structured change management approach from the initiation of the project

 Engage senior leaders as active and visible sponsors of the change

 Recruit the support of management, including middle managers and frontline supervisors, as advocates of the change

 Communicate the need for change, the impact on employees and the benefits to the employee (answering "What's in it for
me?" or WIIFM)

Each of these tactics, all of which are part of a structured change management approach, directly address some of the main
sources of resistance and can actually prevent resistance from happening if they happen early in the project lifecycle. Frontline
employees will understand the "why" behind the change and see the commitment from leaders throughout the organization. In many
cases, this will prevent resistance from occurring later in the project when it can adversely impact benefit realization, project
schedules and budget.

2. Expect Resistance to Change

Do not be surprised by resistance! Even if the solution a project presents is a wonderful improvement to a problem that has been
plaguing employees, there will still be resistance to change. Comfort with the status quo is extraordinarily powerful. Fear of moving
into an unknown future state creates anxiety and stress, even if the current state is painful. Project teams and change management
teams should work to address resistance and mitigate it, but they should never be surprised by it.

Research on the function of the brain shows that resistance is not only a psychological reaction to change but actually a
physiological reaction (see the "The Neuroscience of Leadership" by David Rock and Jeffrey Schwartz for more information). To act
in a new way requires more power from the brain. The physiological reaction when presented with a new way of doing something is
to revert back to what the brain already knows. Human beings can adapt their behavior, but it is a difficult and painful process—even
for the brain itself.

When preparing for resistance, spend time before the project launches to look at likely sources of resistance. All too often, a project
team will reflect back on resistance and say, "We knew that group was going to resist the change," but nothing was done to address
this upfront in the project. When the project is getting started, be proactive and specific about where resistance is likely to come from
and the likely objections that drive this resistance. Then, act on this knowledge ahead of time before the resistance impacts the
project. These are some likely sources of resistance for most any project:

 Employees who are highly invested in the current way of doing work

 People who created the current way of doing work that will be changed

 Employees who expect more work as a result of the change

 Those who advocated a particular alternative, say Option B, when Option A was ultimately selected

 People who have been very successful and rewarded in the current way of doing work

These groups are likely sources of resistance and should be addressed proactively in the project lifecycle with targeted tactics for
mitigating these objections.

3. Formally Manage Resistance to Change

Managing resistance to change should not be solely a reactive tactic for change management practitioners. There are
many proactive steps that can be used to address and mitigate resistance that should be part of the change management approach
on a project.

Resistance is addressed in all three phases of Prosci's 3 Phase Change Management Process:
Phase 1: Preparing for Change

During the creation of the change management strategy, generate anticipated points of resistance and special tactics to manage
them based on readiness assessments.

Phase 2: Managing Change

The resistance management plan is one of the five change management plans you create in this phase, along with the
communication plan, sponsorship roadmap, coaching plan and training plan. These change management plans all focus on moving
individuals through their own change process and addressing the likely barriers for making the change successful. The resistance
management plan provides specific action steps for understanding and addressing resistance.

Phase 3: Reinforcing Change

In the final phase of the process, you collect feedback to understand employee adoption and compliance with the new workflows
and processes prescribed by the change. Evaluating this feedback allows you to identify gaps and manage the resistance that may
still be occurring. This phase also includes the top ten steps for dealing with resistance to change, which can be a powerful tool for
managers and supervisors in the organization.

Formally addressing resistance ensures that it is understood and dealt with throughout the lifecycle of the project. It moves
managing resistance to change from simply a reactive mechanism to a proactive and ultimately more effective tool for mobilizing
support and addressing objections.

4. Identify the Root Causes of Resistance to Change

Managing resistance is ineffective when it simply focuses on the symptoms. The symptoms of resistance are observable and often
overt, such as complaining, not attending key meetings, not providing requested information or resources, or simply not adopting a
change to process or behavior. While they are more evident, focusing on these symptoms will not yield results. To be effective at
managing resistance, you must look deeper into what is ultimately causing the resistance. Effective resistance management
requires identification of the root causes of resistance—understanding why someone is resistant, not simply how that resistance is
manifesting itself.

Change management best practices research provides a nice starting point for understanding the root causes of resistance. Results
from the 2013 benchmarking study showed some important themes in the top reasons for resistance (reaffirming the results from
previous studies). When asked to identify the primary reasons employees resisted change, study participants identified the following
root causes:

 Lack of awareness of why the change was being made

 Impact on current job role

 Organization’s past performance with change

 Lack of visible support and commitment from managers

 Fear of job loss

With the knowledge of these primary root causes, change management teams can adequately prepare a compelling case for the
need for change that is communicated by senior leaders in the organization. This simple activity targets the top cause for resistance
(lack of awareness) and can ultimately prevent much of the resistance a project experiences. You can use additional benchmarking
findings and your own experience with change in your organization to craft a list of likely root causes with activities to address and
mitigate each one.

The Prosci ADKAR® Model and an ADKAR assessment also enables you to home in on the root cause of resistance by identifying
an employee’s barrier point and addressing that root cause. ADKAR is a powerful diagnostic tool that can be quickly and easily
applied by change management teams, managers and frontline supervisors in formal assessments or in casual conversations.
A final note on resistance to change: resistance is ultimately an individual phenomenon. While research and analysis can identify
broadly the root causes for resistance, it is important to ultimately address resistance by individuals at the individual level. The best
way to identify the root cause of resistance is through a personal conversation between a resistant employee and their supervisor,
which leads us to the final tip for managing resistance.

5. Engage the "Right" Resistance Managers

The "right" resistance managers in an organization are the senior leaders, middle managers and frontline supervisors. The change
management team is not an effective resistance manager. Project team members, Human Resources or Organization Development
specialists are not effective resistance managers either. Ultimately, it takes action by leadership in an organization to manage
resistance.

Senior Leaders

At a high level, senior leaders can help mitigate resistance by making a compelling case for the need for change and
by demonstrating their commitment to a change. Employees look to and listen to senior leaders when they are deciding if a change
is important, and they will judge what they hear and what they see from this group. If senior leaders are not committed to a change
or waver in their support, employees will judge the change as unimportant and resist the change.

Managers and Supervisors

Managers and supervisors are the other key group in terms of managing resistance. They are the closest to the frontline employees
who ultimately adopt a change. If they are neutral to or resistant to a change, chances are that their employees will follow suit.
However, if they are openly supportive of and advocating for a particular change, these behaviors will also show up in how
employees react to the change. Benchmarking data shows five key roles of managers and supervisors in times of change, and two
of these roles are directly connected to managing resistance to change: demonstrating support for the change and identifying and
managing resistance (read more about the five roles of managers and supervisors). Remember, though, you must address
resistance from managers first before asking them to manage resistance.

The change management team or resource can do much of the leg work in understanding and addressing resistance, but the face
of resistance management to the organization is ultimately senior leaders, managers and supervisors. The change management
resource can help to enable the "right" resistance managers by providing data about where resistance is coming from, likely root
causes of resistance, potential tactics for addressing resistance and tools to identify and manage resistance, but the "right"
resistance managers must take action to address objections and move employees forward in the change process.

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