Introduction
The case of Levi’s Leader Berg and his successful implementation of change management and a new organizational culture is a particularly relevant and interesting case to examine. This case demonstrates the potential for positive outcomes when change control is accomplished correctly and carefully considering its effects on the organizational culture (Bergh, 2018). It is also a particularly relevant case given the current shifts in the business landscape, making it an ideal point for exploring the impact of change management on organizational culture.
The three theories employed to address the topic are Lewin’s change management model, the ADKAR model, and the Kotter change model. All three theories will help institutions understand the impact of change management on organizational culture, particularly concerning the Levi’s Leader Berg case.
Definitions and Discussion of Theories
Lewin’s Change Management Model
Lewin’s change management strategy is a three-stage process based on the idea that change is a process that can be broken down into distinct steps. This model suggests that change management begins with the unfreezing stage, during which existing behavior patterns must be disrupted to make room for the change (Harrison et al., 2021). The second stage of the model is the transition stage, during which the change is implemented (Babin & Ghorashy, 2019). Finally, the third stage is refreezing, where the change is solidified and integrated into the organizational culture. This model suggests that successful change management requires a strategic, systematic approach.
The ADKAR Model
The ADKAR model is a change management framework based on achieving desired change outcomes. It is an acronym for Awareness, Desire, Knowledge, Ability, and Reinforcement. This model states that transition can only be successful if these five elements are present and balanced. Awareness refers to the need for change and the potential consequences of not making the change (Galli, 2019). Desire reflects the drive to achieve something with motivation and commitment to the process. Knowledge depicts how to make the change and the skills and tools necessary to do so (Galli, 2019). Ability involves applying the knowledge to make the change, and reinforcement entails supporting the transition to ensure sustainability.
The Kotter Change Model
The Kotter change model is a framework for leading change that identifies eight critical steps for successful change management. These steps include creating a sense of urgency, forming a powerful coalition, creating a vision for the change, communicating the vision, empowering others to act on the vision, creating short-term wins, consolidating gains and producing more change, and institutionalizing the new approaches (Kaur Bagga et al., 2022). This model is based on the idea that successful change management requires careful attention to change’s social, psychological, and practical aspects.
Application of Lewin’s Change Management Model to Organizational Leadership
Berg is an experienced and successful leader focusing on customer experience, sustainability, and innovation. In the Levi’s Leader Berg case, the unfreezing phase was initiated when Berg realized that the organizational culture was not conducive to the growth and success of the company. He identified the need for change and began to assess the current situation and potential causes of the need for change. Berg then created a plan to implement the necessary changes, which included increasing transparency, creating a more collaborative environment, and developing a stronger focus on innovation (Harrison et al., 2021). This took place during the changing phase of the model and demonstrates Berg’s commitment to making sure the necessary changes were implemented successfully.
The refreezing step of the model involves accepting the change and solidifying the organization’s new culture (Errida & Lotfi, 2021). Berg was successful in this phase, as he created a new, more positive culture at Levi’s that focused on collaboration, creativity, and transparency (Harrison et al., 2021). This new culture was accepted and embraced by the organization, which allowed the change to be successfully implemented.
Application of ADKAR Model Theory to Organizational Change Management
In the Levi’s Leader Berg case, it is clear that Levi’s Leader Berg successfully implemented his change management strategy and new organizational culture. The first step in the ADKAR model is Awareness, which Levi’s Leader Berg successfully created by raising the need for change within the organization and the desired outcome of the change (Galli, 2019).
The second stage of the ADKAR model is Desire, which is the individual’s motivation to make the change. Levi’s Leader, Berg, effectively inspired and motivated the employees to change the organizational culture (Galli, 2019). He did this by articulating the desired outcome of the changes and showing the employees how they would benefit them and the organization.
The third stage of the ADKAR model is Knowledge, which is understanding how to make the change. Levi’s Leader, Berg, effectively provided the employees with the tools, resources, and training necessary to change the organizational culture (Babin & Ghorashy, 2019). He was able to do this by creating clear and concise training materials, as well as providing support and guidance to the employees.
The fourth stage of the ADKAR model is Ability, which is the ability of the individual to make the change (Babin & Ghorashy, 2019). Levi’s Leader, Berg, successfully provided the necessary support and guidance to the employees to ensure they could make the essential changes to the organizational culture (Tang, 2019). He was also able to provide incentives and rewards to ensure that the employees had the motivation to make the necessary changes.
Application of Kotter Change Model to Organizational Culture
The first stage of the model is to create a sense of urgency. This is important so that all organizational stakeholders know the need for change to achieve the desired goals. In the case of Levi’s Leader Berg, this can be seen in the company’s focus on innovation and the need to keep up with the changing business landscape (Kaur Bagga et al., 2022).
The Kotter change model’s second stage is forming a powerful guiding coalition. This involves developing a team of influential stakeholders who can lead and guide the change management initiative. This was demonstrated by Levi’s Leader Berg in the form of the “Change Team,” which was entrusted with spearheading the change management program (Errida & Lotfi, 2021). This team comprised influential organizational stakeholders, including the company’s CEO and CFO.
Levi’s Leader, Berg, established a vision for change by developing a new organizational culture based on collaboration, innovation, and transparency principles. Furthermore, there was a clear relaying of the change required to concerned stakeholders so that they could understand the desired outcome of the change management initiative (Kaur Bagga et al., 2022).
The company leadership also provided training and development opportunities to employees to help them better understand and embrace the new organizational culture to empower them. The company implemented a new corporate culture to foster short-term wins that increased customer satisfaction and employee morale. Ret consolidation was achieved by refining and improving the new organizational culture to ensure long-term success (Kaur Bagga et al., 2022). Lastly, Levi’s Leader, Berg, instilled the new corporate culture into the company’s values and beliefs and decision-making processes to anchor the acquired changes.
Findings and Recommendations
Findings
Levi’s Leader, Berg, successfully implemented a change management strategy that resulted in a more positive corporate culture (Errida & Lotfi, 2021). Based on the analysis of the Levi’s Leader Berg case, it is clear that successful change management is essential for effective organizational leadership and culture. The three theories applied to the case demonstrated the importance of understanding and utilizing the key elements of change management, such as awareness, desire, knowledge, ability, and reinforcement.
Furthermore, the Kotter change model application showed how successful change management requires careful attention to change’s social and psychological aspects and practical elements (Singh, 2022). Levi’s Leader Berg has demonstrated numerous essential leadership qualities during his time as CEO of Levi Strauss & Co. He has developed a clear vision and set ambitious goals that the company has worked towards achieving. He has successfully motivated and inspired his team, creating a dynamic and vibrant work culture. He has also been successful in fostering collaboration, encouraging creative problem-solving and innovation, and developing an open dialogue with employees.
Under Berg’s leadership, Levi Strauss & Co. has developed an organizational culture focused on collaboration, innovation, and a customer-first mentality. Berg created an environment where employees feel valued and supported (Singh, 2022). This has enabled the company to attract and retain top talent and has improved employee engagement.
Additionally, Berg has successfully fostered a culture of sustainability, which has helped the company become a leader in the industry. Berg has successfully led Levi Strauss & Co. through significant change. He accomplished this by developing a strategy focused on driving business results and creating an organizational culture that is open to transformation. He has also successfully communicated the changes to employees and stakeholders and developed a plan to ensure successful implementation and adoption.
Recommendations
To ensure Levi Strauss & Co.’s continued success, it is crucial to continue to foster fostering a culture. This can be accomplished by emphasizing the importance of open dialogue and creative problem-solving and encouraging employees to share their ideas and perspectives (Bergh, 2018). Additionally, it is imperative that you concentrate on formulating a plan that drives business outcomes and cultivates a flexible organizational culture (Bergh, 2018). It is also essential to ensure successful communication of changes to employees and stakeholders by providing clear, concise explanations of the changes and their benefits.
Additionally, it is vital to develop a plan to ensure the successful implementation and adoption of changes. This can be done by setting realistic timelines and providing employees with adequate time and resources to adjust to the changes. Finally, it is crucial to enhance sustainability efforts and continue to be a leader in the industry (Bergh, 2018). Achieving this requires staying current on industry trends and implementing new strategies to reduce the company’s environmental impact. By following these recommendations, Levi Strauss & Co. can continue to be successful and remain a leader in the industry.
Conclusion
Effective organizational leadership and culture depend on successful change management. Berg, the leader of Levi’s, was successful in putting a change management plan into practice, which improved the company culture. Applying the three change management theories demonstrated the importance of understanding and employing the central change management elements. The successful implementation of this strategy has enabled Levi Strauss & Co. to remain a leader in the industry and has resulted in increased customer satisfaction and improved employee morale. To ensure Levi Strauss & Co.’s continued success, fostering a culture focused on collaboration, innovation, and a customer-first mentality is considered.
References
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Bergh, C. (2018). The CEO of Levi Strauss on leading an iconic brand back to growth. Harvard Business Review, 96(4), 33-39.
Errida, A., & Lotfi, B. (2021). The determinants of organizational change management success: literature review and case study. International Journal of Engineering Business Management, 13. Web.
Galli, B. J. (2019). Comparison of change management models: Similarities, differences, and which is most effective? Innovation, technology, and knowledge management. In Daim, T., Dabić, M. B., JRN, L., & Galli, B. J. (2019). R&D management in the knowledge Era. (pp. 605-624). Springer International Publishing. Web.
Harrison, R., Fischer, S., Walpola, R. L., Chauhan, A., Babalola, T., Mears, S., & Le-Dao, H. (2021). Where do models for change management, improvement, and implementation meet? A systematic review of the applications of change management models in healthcare. Journal of Healthcare Leadership, 3, 85–108. Web.
Kaur Bagga, S., Gera, S., & Haque, S. N. (2022). The mediating role of organizational culture: transformational leadership and change management in virtual teams. Asia Pacific Management Review. Web.
Singh, H. (2022). 4 lessons from Levi’s’ digital transformation. HBR store. Web.
Tang, K. N. (2019). Change management. Leadership and Change Management, 47–55. Web.
