Running head: ORGANIZATIONAL CHANGE 1
Organizational Change
Name
Tutor
Institution
Course
Date
, ORGANIZATIONAL CHANGE 2
Introduction
Organizational change is important to companies because it allows the exploration of new
opportunities that will increase the company's profits by making operations more efficient. To
conduct a successful change process, companies have to be strategic. There are various models
that help a company in change management, such as Lewin’s change management, McKinsey
7S, Kotter’s change management, ADKAR model, Bridges' Transition, and many others. One of
the companies that have carried out changes in its operations is the Danish Energy Company,
which implemented the McKinsey’s 7S model (Belyh, 2015). The paper will analyze how
changes occurred in the Danish Companies, factors influencing the change, and how it follows
the McKinsey's change management model.
Overview of the company
Danish Oil Company is situated in Denmark, and it supplies renewable energy. However,
the company has not always supplied renewable energy; rather, it was ones an oil supplier since
it was established in 1972. The company emitted pollutants due to the use of fossil fuels as a
source of energy, making it responsible for a third of Denmark's carbon print. Moreover, the
company was suffering an economic crisis in 2012 due to the hiked prices of natural gas. In
2012, Danish Oil Company hired Henrik Poulsen, who discovered that the company required a
fundamental change in its core business rather than doing crisis management like previous
CEOs, which entailed laying off some staff until the prices stabilized. Many changes have
occurred in the company since 2015, including changing of a name. The company is still
transitioning and hopes that by 2040, it will have cut down all its emissions even in its supply
chain (Anthony, 2020).
Organizational Change
Name
Tutor
Institution
Course
Date
, ORGANIZATIONAL CHANGE 2
Introduction
Organizational change is important to companies because it allows the exploration of new
opportunities that will increase the company's profits by making operations more efficient. To
conduct a successful change process, companies have to be strategic. There are various models
that help a company in change management, such as Lewin’s change management, McKinsey
7S, Kotter’s change management, ADKAR model, Bridges' Transition, and many others. One of
the companies that have carried out changes in its operations is the Danish Energy Company,
which implemented the McKinsey’s 7S model (Belyh, 2015). The paper will analyze how
changes occurred in the Danish Companies, factors influencing the change, and how it follows
the McKinsey's change management model.
Overview of the company
Danish Oil Company is situated in Denmark, and it supplies renewable energy. However,
the company has not always supplied renewable energy; rather, it was ones an oil supplier since
it was established in 1972. The company emitted pollutants due to the use of fossil fuels as a
source of energy, making it responsible for a third of Denmark's carbon print. Moreover, the
company was suffering an economic crisis in 2012 due to the hiked prices of natural gas. In
2012, Danish Oil Company hired Henrik Poulsen, who discovered that the company required a
fundamental change in its core business rather than doing crisis management like previous
CEOs, which entailed laying off some staff until the prices stabilized. Many changes have
occurred in the company since 2015, including changing of a name. The company is still
transitioning and hopes that by 2040, it will have cut down all its emissions even in its supply
chain (Anthony, 2020).
