STRATEGIC IMPLEMENTATION AND
CONTROL IIIB(MNG3702) ASSIGNMENT 1
SOLUTIONS SEMESTER 2 2023
UNIQUE NUMBER 726484
DUE DATE 25 AUGUST 2023
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, Question 1:
1.1 The type of strategic change in Anheuser-Busch when the company was unable to
avoid a hostile takeover by InBev in 2008 was reconstruction. This can be substantiated
by the fact that Anheuser-Busch did not proactively anticipate the rapidly changing global
brewer consolidation and did not have a strong presence in emerging markets. As a
result, they were unable to avoid the hostile takeover by InBev, which led to the creation
of AB InBev as the world's largest brewer.
1.2 1.3 The applicable change model is the Balogun and Hope-Hailey change model.
Based on Lewin’s model, Balogun and Hope-Hailey developed a change kaleidoscope,
which is founded on the principle that change needs to be context specific and that the
approach to change that the organisation choose should be based on a thorough
analysis of the following as applied to the case study:
Time – The period of time which change need to be accomplished. The case study
shows that the change was rapid in nature that indicates that the timeframe for the
change was limited.
Scope – The degree of change which can be separated into realignment and
transformation. The change that is required SAB was reconstruction in nature as
indicated in the case study that, “And so began the first part of its internationalisation
strategy: a rapid expansion into emerging markets worldwide. Through a series of
acquisitions and joint ventures throughout the 1990s, SAB gained a foothold in various
countries in Africa, Eastern Europe, and Asia. Although many were geographically
distant (like Hungary, Czech Republic, China, and India), they echoed South Africa in
terms of their socioeconomic development.”
Preservation – The organization assets, practices, or characteristics which needed to be
retained during change. The case study indicates that, to be successful in the
international venture, SAB employees had built up an extraordinary resilience, flexibility,
and entrepreneurial spirit through their exposure to the unsteady South African
environment of the 1980s.
Diversity – The level of difference among groups of employees and divisions, who/which will
be affected of change, in terms of attitudes, values, and norms. In the case study, it is
explained that “This robustness, combined with an ability to connect with many different
.
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CONTROL IIIB(MNG3702) ASSIGNMENT 1
SOLUTIONS SEMESTER 2 2023
UNIQUE NUMBER 726484
DUE DATE 25 AUGUST 2023
0|Page
, Question 1:
1.1 The type of strategic change in Anheuser-Busch when the company was unable to
avoid a hostile takeover by InBev in 2008 was reconstruction. This can be substantiated
by the fact that Anheuser-Busch did not proactively anticipate the rapidly changing global
brewer consolidation and did not have a strong presence in emerging markets. As a
result, they were unable to avoid the hostile takeover by InBev, which led to the creation
of AB InBev as the world's largest brewer.
1.2 1.3 The applicable change model is the Balogun and Hope-Hailey change model.
Based on Lewin’s model, Balogun and Hope-Hailey developed a change kaleidoscope,
which is founded on the principle that change needs to be context specific and that the
approach to change that the organisation choose should be based on a thorough
analysis of the following as applied to the case study:
Time – The period of time which change need to be accomplished. The case study
shows that the change was rapid in nature that indicates that the timeframe for the
change was limited.
Scope – The degree of change which can be separated into realignment and
transformation. The change that is required SAB was reconstruction in nature as
indicated in the case study that, “And so began the first part of its internationalisation
strategy: a rapid expansion into emerging markets worldwide. Through a series of
acquisitions and joint ventures throughout the 1990s, SAB gained a foothold in various
countries in Africa, Eastern Europe, and Asia. Although many were geographically
distant (like Hungary, Czech Republic, China, and India), they echoed South Africa in
terms of their socioeconomic development.”
Preservation – The organization assets, practices, or characteristics which needed to be
retained during change. The case study indicates that, to be successful in the
international venture, SAB employees had built up an extraordinary resilience, flexibility,
and entrepreneurial spirit through their exposure to the unsteady South African
environment of the 1980s.
Diversity – The level of difference among groups of employees and divisions, who/which will
be affected of change, in terms of attitudes, values, and norms. In the case study, it is
explained that “This robustness, combined with an ability to connect with many different
.
1|Page
