RA GROUP: MANAGING CHANGE AND EMPLOYEE IDENTIFICATION
CASE STUDY SOLUTION
e
pl
m
SYNOPSIS
Sa
RA Group, a technology consulting firm, introduced changes in 2019 that were impacting the organization
and its employees. Employees were dealing with the transition to a new office location and resulting
changes to the company’s transportation services, the less private office configuration, a surge of new
employees lacking proper supervision, and increased turnover. The way such changes were affecting
employees was reflected in the frustrations that RA Group employee Anjali Sharma was experiencing with
n
the transition from the way things had been before the changes; she encountered numerous organizational
tio
problems during the change process, leading to an identity crisis and resistance to the changes.
lu
So
OBJECTIVES
• Recognize the sources of resistance against change and understand change implementation within
organizations.
• Comprehend process theories of change, such as Lewin’s and Kotter’s models of change.
• Understand the Kubler-Ross model of individual change.
The Case Solution Starts From page 4
,ASSIGNMENT QUESTIONS
e
1. What was the nature of the change at RA Group, and why do you think the company decided to make
the changes it did?
pl
2. Why does Sharma express dissatisfaction with the changes? What could the organization have done
differently to implement the changes more effectively?
m
3. What should Sharma consider doing at this point?
Sa
n
tio
lu
So
The Case Solution Starts From page 4
, ANALYSIS
e
1. What was the nature of the change at RA Group, and why do you think the company decided to
pl
make the changes it did?
m
Some may perceive the shift as merely a relocation
of the office, but others may sense a more profound transformation. Indications of a broader change include the
hiring of new employees from a range of engineering schools and not just the country’s elite institutions.
Sa
Global and domestic competition in the technology consulting domain was rapidly increasing with
n
the arrival of new players in an already-crowded market space. Many existing consulting
companies were diversifying into technology consulting. To get contracts, the new players would
tio
bid at prices that were much lower than accepted market rates. The consequence was intensive
competition to retain old clients and, especially, get new ones. To survive, companies were
inventing new business models and, in many cases, diversifying business segments.
lu
It is likely that the company, facing cost pressure, is trying to move from a high price segment to a relatively
So
lower price segment (which is still not very low) to manage growth. Companies often adjust their market
positioning to target a different customer segment. If they are moving to a lower price segment, they may
reposition their brand and marketing efforts to appeal to cost-conscious consumers. The company may
expand its product portfolio to include offerings that cater to a broader range of customers. This expansion
could include introducing lower-priced variants of existing products or entirely new product lines. A shift
The Case Solution Starts From page 4
CASE STUDY SOLUTION
e
pl
m
SYNOPSIS
Sa
RA Group, a technology consulting firm, introduced changes in 2019 that were impacting the organization
and its employees. Employees were dealing with the transition to a new office location and resulting
changes to the company’s transportation services, the less private office configuration, a surge of new
employees lacking proper supervision, and increased turnover. The way such changes were affecting
employees was reflected in the frustrations that RA Group employee Anjali Sharma was experiencing with
n
the transition from the way things had been before the changes; she encountered numerous organizational
tio
problems during the change process, leading to an identity crisis and resistance to the changes.
lu
So
OBJECTIVES
• Recognize the sources of resistance against change and understand change implementation within
organizations.
• Comprehend process theories of change, such as Lewin’s and Kotter’s models of change.
• Understand the Kubler-Ross model of individual change.
The Case Solution Starts From page 4
,ASSIGNMENT QUESTIONS
e
1. What was the nature of the change at RA Group, and why do you think the company decided to make
the changes it did?
pl
2. Why does Sharma express dissatisfaction with the changes? What could the organization have done
differently to implement the changes more effectively?
m
3. What should Sharma consider doing at this point?
Sa
n
tio
lu
So
The Case Solution Starts From page 4
, ANALYSIS
e
1. What was the nature of the change at RA Group, and why do you think the company decided to
pl
make the changes it did?
m
Some may perceive the shift as merely a relocation
of the office, but others may sense a more profound transformation. Indications of a broader change include the
hiring of new employees from a range of engineering schools and not just the country’s elite institutions.
Sa
Global and domestic competition in the technology consulting domain was rapidly increasing with
n
the arrival of new players in an already-crowded market space. Many existing consulting
companies were diversifying into technology consulting. To get contracts, the new players would
tio
bid at prices that were much lower than accepted market rates. The consequence was intensive
competition to retain old clients and, especially, get new ones. To survive, companies were
inventing new business models and, in many cases, diversifying business segments.
lu
It is likely that the company, facing cost pressure, is trying to move from a high price segment to a relatively
So
lower price segment (which is still not very low) to manage growth. Companies often adjust their market
positioning to target a different customer segment. If they are moving to a lower price segment, they may
reposition their brand and marketing efforts to appeal to cost-conscious consumers. The company may
expand its product portfolio to include offerings that cater to a broader range of customers. This expansion
could include introducing lower-priced variants of existing products or entirely new product lines. A shift
The Case Solution Starts From page 4
