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Showcase 1 2 Step 5: Develop a Change Management Plan to Implement the Solution Team 8 Indiana Wesleyan University Dr. Haan 8/14/2021

Showcase 1

2

Step 5: Develop a Change Management Plan to Implement the Solution

Team 8
Indiana Wesleyan University
Dr. Haan
8/14/2021

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Showcase 1

2

Step 5: Develop a Change Management Plan to Implement the Solution

Team 8
Indiana Wesleyan University
Dr. Haan
8/14/2021

Table of Contents

Executive Summary 4
Positioning 5
Organization’s mission statement 5
Organization’s target market 6
Organization’s Current Positioning Statement 6
Recommended revised positioning statement for organization 7
Environmental Analysis 7
Opportunities 8
Availability of Volunteers 8
Manpower 8
Social Benefits 8
Government Schemes 8
Threats 9
Volatile Economy 9
Rivalries 9
Lack of Good Value 10
Strengths 10
Registration 10
Credibility 10
Tax-exempt status 11
Weaknesses 11
Lack of resources 11
Perception Gap 11
Inadequate Funds 12
Change Management 12
Recommended Marketing Strategy and required changes 12
Implementation of Changes to Marketing Strategies 15
Value Creation with Stakeholders 18
Value-Based Management 18
Strategic Planning 19
Managing Organizational Resources 19
Accountability and Performance Measurement 19
DSB’s Virtuous Business Model 20
Ethical and Cultural Implications 21
Conflict of Interest 21
Financial integrity 22
Stewardship 22
Reference 23
Appendix 25

Executive Summary

CommonHealth spirit has cared about the world’s population as well as on their social culture. Since its a nonprofit organization, its ultimate priority is to understand the customer’s needs and helping them. Taking into consideration that we have two targets, the donor is our customer here, and the cause or project is a product. We have chosen to go with two strategies since satisfying both parties is necessary for the organization’s sustainability, the service strategy and the technology benefits link to the other strategies and both they provide the biggest potential to our organization. Both of the strategies are not only for raising money but it can tap into different aspects that contribute to the prosperity and the benefit of the organization on the log run with this strategy though the virtuous business model. Ethical and Cultural implications arise at all levels of the organizations involving differences in individual relationships and cultural influences. Value-Based Management also helps recognize the different forms that create value for its stakeholders. Process helps identify different strategies that will enable Common Spirit Health to enhance and advance its mission.

Positioning

Organization’s mission statement
CommonHealth spirit has cared about the world’s population as well as on their social culture. The organization can take people around the US who has improper sustainable benefits or care. The research on people’s sustainability showed that major world citizens are not fulfilled with basic needs or have essential sustainable resources. The primary concern for people is unacceptable health conditions. The organization’s direct target is towards caring for these by providing sustainable benefits and essential quality of life. The nonprofit sector is service and healthcare-oriented, and it serves the best treatment to the poor without charging them any cost.
The organization represent their brand positioning with some Taglines
· Organizations here to serve for the common good
· The common good needs a champion
· The common good needs bold ideas

Organization’s target market
Under the Nonprofit organization sector, companies from the unions adopt a particular goal. Since profit is not the organization’s purpose, they aim for different challenges, like making a brand reputation, competing with similar organizations in the market, etc. The organization’s essential scope is to target the customers in the market. To grab the customers, the company is using different strategies. Primarily the Common Spirit health is focusing on two fundamental factors.
· Building internal structures to grab maximum customers in the market
· Ranking best among different organizations in the market to lead in a higher position.
The organization focuses on internal components like using technology to grab customer data, such as demographics (classifying age, gender, country) to find the right customer. Besides this, the organization also follows marketing strategies.
Ranking best among different organizations is possible with the help of disclosing information about their past service experience to the new customers. The common spirit is performing actions under catholic health initiatives. It’s a community that guides proper health care advantages to nonprofit corporations.

Organization’s Current Positioning Statement
The current positioning statement as per the organization website is “ As CommonSpirit Health, we make the healing presence of God known in our world by improving the health of the people we serve, especially those who are vulnerable, while we advance social justice for all”.
The current positioning statement is favorable to the people who need help under medical requirements, good livelihood and expect an essential living nature. Since its a nonprofit organization, its ultimate priority is to understand the customer’s needs and helping them (Porto & Dias, 2018).

Recommended revised positioning statement for organization
By following the current situations and by understanding the need for health care in the environment, we have to plan for a robust and advanced medical facility for the people. However, our organization focuses on building a solid foundation; we want to let the customers or the patients know what we can do. In that regard, we are classifying a positioning statement to our organization, which builds a strong faith among customers and a good reputation in the market.
We help people by providing good healthcare advantages. People who are in need can approach us. We hope everyone to be happy and have a beautiful life. We care for you, provide all the social benefits, and expect zero returns from you except positive feedback.

Environmental Analysis
The SWOT analysis is never static. Due to changes in the market or organizational structure changes, the SWOT analysis will also change. However, every organization tests its environmental factors frequently. This dynamic change in the organization put them into a challenge to change the structure whenever required. Analysts suggest that environmental analyses are the most crucial ones in the organization. It helps to build a critical thinking ability among business leaders and make the firm run effectively. Unlike any other organization with regular SWOT factors, the CommonSpirit health (nonprofit entity) has different SWOT measurements. Since it is a nonprofit organization, and a health care division, the strategies, the business procedure, and business economics are separate. Let us understand each component clearly.

Opportunities

Availability of Volunteers
People always try to help others. Especially in the nonprofit sector, apart from actual employees, other people will also join the work to help others. Our organization allows volunteers to serve the patients. It is an advantage for us to take help and improve our service quality. Since we allow the volunteers to work for us, we honor them and remember their service. Volunteer support is a great advantage for us. Because they help us in activities, and we reward them in return, which is an excellent marketing characteristic.

Manpower

This sector advantages through good support from the employees. Manpower is essential for every entity. There are 150,000 employees currently working under the management. The company has its health care centers are all around the US. Hence it is a potential benefit for the company to scale up its services. A huge workforce can help to provide excellent services to the people.

Social Benefits
A nonprofit sector would always get potential benefits from external factors—benefits like volunteers, donations, network with other company initiatives, and more (Blery et al., 2010). The significant advantage for such companies is receiving contributions from the public as well as from large institutions. The organization must prove itself as it is essentially taking care of its patients. The organization is best in its service; therefore, the opportunity from social factors is also helpful.

Government Schemes
US federal government regulatory policies to the nonprofit healthcare industry issue different schemes every year, which will benefit the organization. Nevertheless, a health care division would get adequate plans from the government. Beyond that, if the organization works for zero profit, the Federal govt issues more benefits to it. The CommonSpirit Health government is also taking the authority to serve the poor. As a result, it is the primary advantage for the company. Catholic health initiative (CHI) is an organized community with significant support from the federal government. They control all the nonprofit organizations and control over policies, regulations, and standards among these individual organizations.

Threats

Volatile Economy
An organization may see ups down frequently. Many factors influence the organization’s downfall. It may happen because of low productivity in the company, market change, or poor economy. A volatile economy refers to a situation where the nation’s economy sees a significant impact in all its factors. Organizations are the prime factors to get impacted. Significantly, the NPO’s get affected due to low-income sources. When the economy hits terrible, the money won’t circulate in the market. As a result, governments, large institutions consider the NPO’s as the last preference to distribute adequate facilities.

Rivalries
NPO’s biggest threat is competition. Especially in the health care sector, people are more likely to select regular hospitals. There can be two reasons for people choosing traditional hospitals: good treatment and professional doctors. People do not consider NPO for two reasons. The quality of service might be poor, and insecurity of getting advanced medical treatment. The rivalry issues are sporadic because the community guarantees proof of safety and hope to the people. Moreover, the organization is very well reputed.

Lack of Good Value
As per the research conducted on nonprofits, analysts say 90% fail (Kong, 2008). And the primary reason for this failure is due to lack of a strategic plan and leadership issues. Another primary reason is the lack of funding. When all the fundamental factors hit into bad situations, the company loses its value. Losing the value is directly leading to a harmful impact on the customers. When Donors resist donating the money, the organization fails to serve the best service to its patients. Therefore, it may result in losing value among customers.

Strengths

Registration
Every large organization must sign up from a registration authority. The NPO’s should register under the ‘Charitable Solicitation’ regulation. It ensures safety for a nonprofit organization. Professional registration can give good benefits like fundraising activities, proof of continuing the business, and a scope to scale up the activities (Atlantic Publishing Group, 2009). CommonSpirit Health is formed under two main nonprofit hospital systems: Dignity Health and Catholic Health Initiatives; also, it is under ‘Colorado nonprofit public benefit corporation.’ These are the foundations for the CommonSpirit health organization, which is under proper regulatory authority.

Credibility
CommonSpirit Health is the second-largest nonprofit hospital chain and the most extensive catholic health system. It has the most significant supply chain to diversify its services across the US. The organization ensured maximum credibility requirements over three years (an organization formed in 2019). The credibility is helping them to grab huge institutional donors. Also, the patients have a strong trust in the organization as it proved first-class treatment to its customers.

Tax-exempt status
A Nonprofit sector must follow the federal government’s rules like annual organization check-ups, a list of available services, and a list of spending activities from the donor funds. When all the documents are available, the government issues a tax-exempt status that will help get rid of paying income tax by the company. CommonSpirit Health is registered under Colorado nonprofit public benefit corporation. It supports tax benefits for NPO’s.

Weaknesses

Lack of resources
Resources are inadequate for any nonprofit organization. Comparing with regular organizations, the NPO’s have limited resources and have limited facilities (Cutt & Murray, 2012). Especially the health care facility is lacking the technology components. Advanced medical treatment, AR/VR, and 3D printing have become common and regular resources. The organization should handle the charges of proper health care resources within the available funds. Since the accumulation of funds does not reach patient demands, organizations are not focusing on improving the technology.

Perception Gap
Customers follow false statements about nonprofit organizations. The false statements are outspoken for regular hospitals to raise the customers due to bad marketing made by the profit earning organizations (traditional corporations) customers not acknowledging the potential advantage of free health care services. As a result, the donors stop funding the organization. This perception gap leads to the ultimate disadvantage to the organization where customers stop considering this organization, and ultimately, the company’s reputation downfall.

Inadequate Funds
Accumulation of funds and proper utilization of funding is the biggest challenge for zero-profit organizations. Health cares need to deliver adequate facilities to the customers. The use of technological equipment, food, service, operations costs is ultimately very high. Managing all these services with possibly less amount is the greatest challenge. On top of that, the organization should compete with regular health care sectors to gain a reputation from the market. As a result, the organization often takes benefits from governments and large institutions.

Change Management

Recommended Marketing Strategy and required changes
We are looking at implementing solutions that involve positive change and growth to our selected organization, Catholic Health Initiatives. Reassessing our four proposed strategies while taking into consideration as well our previously conducted primary and secondary research we have noticed several points regarding each. All of our four strategies – service strategy, problem exploration, technology benefits and growth expectations – overlap in certain points. Evaluating all of these strategies; the service strategy we will be able to see the financial aspects also play a key role here and in order for the organization to do so, it must have the finical capabilities and the right resources where we can deliver to the communicated expectations. For the secondary research, the research on service strategy revealed that regardless of any domain (Nonprofit or profitable organization), service to the patients/customers should not be a choice; rather, it should be an essential preference. To give preference to the customer/patient satisfaction, our strategy should follow the critical areas in service practices (Harley, 2015). Getting a positive end consumer service feedback will attract more customers and thus donors. Moreover, collecting feedback is important for the organization to improve.
As for the problem exploration it was very clear that individual donors and donors are data driven especially when it comes to re-donate if they see the results and resonate and sense the social impact that is being created which is a service impact to our end client. The scheme is to aid financial benefit from the customers they treat. As per the research, these organizations have poor financial resources, which leads to low quality services. Many nonprofit organizations are not performing well, and the primary reason for this is lack of financial aid (Kong, 2008). Besides that, our organization’s pre-donation scheme is helping us to move forward.
As for the third strategy, Technology benefits strategy, which includes the development of the overall marketing structure and performance of the organization. It is evident how technology is not only helping the audience but also providing a service. Using different communication channels is important to cater to all. Even though not everyone uses social media to keep all of our different partners on the same page. Moving to the last strategy the growth expectation, it was complementary to the previous point by showing how to motivate donors and other partners by having a targeted cause in our campaign; especially if the complaint resonates to either the culture or impact. Moreover, adopting tech-powered software or application helps the organization build the transparent communication between the stakeholders, sponsors, or donors. From the recent survey, we learned that mobile organizational application is helping the community in the number of ways. The audience uses the mobile and web application to schedule an appointment, browse the plans and benefits, service cost, claims, and educate about the organization and its projects. Marketing technology used by the organization, such as sending the monthly newsletter via emails/SMS and running a campaign on social media platforms, can help the organization to educate, spread the good word around the community. Digital marketing can contribute to organizational growth and help nonprofits maintain sustainability in the competitive world (Lintala, 2018).
Even though all the above strategies have their own strength, looking at what would benefit our organization the most and what marketing strategy would bring the most efficiency and increase its revenue growth and brand loyalty and awareness with the growing US population, medical demand and competition. We have decided that selecting to strategies to address our two customers the donors and the patients since satisfying both parties is necessary for the organization’s sustainability as per our research above to satisfy the customer and the donor. Therefore, choosing the service strategy and the technology benefits link to the other strategies and both they provide the biggest potential in tapping into different aspects by contributing to the growth of the following and their measurements in increasing brand awareness, updating and informing sponsors, increasing the amount of gifts and donations and acquiring new donors.
Currently our organization is implementing several marketing strategies some of which include our recommendation, which implies that they are already aware of the strategies that should be implemented. However the change that must take course is for the organization to focus on implementing our selected strategies as best as possible , collect new data and feedback so it can adjust to maximize on them and measure the ROI instead of stretching the marketing department too thin and its resources too thin. Focus is key to make the best use out of the strategy and understanding the true strength of the organization and it’s existing network from donors and patients and how it can capitalize on its catholic cultural identity, it’s cancer patient targeted brand and it’s social impact as a whole. Therefore, starting with utilizing our existing online platform and social media and other communication channels that will help in tapping into different aspects that contribute to the prosperity and the benefit of the organization on the long run. Moreover, the organization has been collecting data but not capitalizing on it and testing it. Being more agile and data driven will complement our recommended strategy and will help the organization in increasing its capital.

Implementation of Changes to Marketing Strategies
Our marketing mix strategy implementation for service strategy and technology benefits will be implemented using a selected process of steps that will help us make the most out of it that would suit out organization. We aim to make it as simple and clear for our NP to help them implement it effectively and efficiently, taking into consideration the limited resources and how we can make the best use of the existing strategies foundation and make the best out of the resources available. We will also provide specific metrics and measurements to make sure that our implemented strategies can provide the organization measurable progress and monitoring system. Here are the steps that we will follow for the implementation process, along with their weekly projected timeline.
1. First step is to set the KPI’s and the metric for measurements. Getting all of the shareholders approval and onboarding within the first two weeks.
2. Create a foundation for documentation and progress tracking. Getting all of the shareholders’ approval and new team members and onboarding within the first four weeks.
3. Assigning a budget for each strategy. This plan to be done with all the share partners with in the first three weeks.
4. Building and assigning teams. To be implemented by the end of the fifth week weeks.
5. Building task map and timeline for each team. To be implemented with the collaboration of the designated team by the end of the fifth week weeks.
6. Monitor the progress weekly and iterate. Each team along with the shareholders witll share monthly results starting with week 10.
7. Review and measure results. Each team along with the shareholders will review and reassess the plan monthly results starting with week 15.
Going more into details for the first step is to set the KPI’s and the metric for measurements. We choose reasonable metrics that can be measurable and attainable with the steps that we will provide. The timing has been set to relevance of the organization reference and best practices as for the metrics and goals they are as following:
· Increasing brand awareness by reaching more individual sponsors and sustain the existing foundation of corporate partnerships while building possible partnership with new organizations. This will be measured by conversation X rate. Our anticipated rate is an increase of 20% within the first three month.
· Updating and informing sponsors. This will be done through providing curated and targeted data using our different communication channels and methods that would fit our donors personas also dedicated campians to acquire new targeted clients. This will be measured by looking at the improvement of the percentage of the retaining existing sponsors and raising 2X funds within the first 3 month of implementing the strategies.
· Increase the amount of gifts this is dedicated to the sponsor and technology benefit strategy and will be measured by raising a one million dollar campaign for our cancer patients within the first 6 moth of implementing the strategies.
· Acquiring new donors and partners that believe in the same mission, as growing and scaling is a natural progression path and our aim would be to recruit 2X sponsors and fundraisers from the existing every 60 days that would take effect after 3 month from implementing the strategies.
After setting the goals and metrics as our KPI’s expectations, the next step would be, creating a foundation for documentation and progress tracking. This makes sure that a planned process is being implemented and the strategy is not being improvised and increase our efficiency and using our created tasks based on our SWOT analysis , digital marketing and social media. Following which step three, building task map and timeline for each team, selecting the right people for the right team in our case social media and online marketing for both of our targets the donors and patients is important; this will be done through using the existing in house team while filling the gaps of extra work through volunteering outsourcing. The next step is, monitor the progress weekly and iterate; this is an important step to track the progress to understand how our resources including time and budget are being utilized. Moreover, understand how our customers are interacting with our marketing campaigns and take further steps accordingly. Leading us to the final step of reviewing and measuring results, to make the needed changes and identify new opportunities that contribute to our market trends and SWOT analysis. Also this will allow us to get feedback for the teams and communicate the results.
Communication is always an important aspect that technology has given us accessibility and availability that we can maximize on. Moreover, as best practices testing and collecting data to validate is essential to see how we can improve on our strategy and boost our engagement strategy and gifts.

Value Creation with Stakeholders
Value creation in the nonprofit has been challenging over the decades due to various changes in social, economic, and technological fields. Value-based management strategies can uphold the relationship with an organization’s stakeholders and its supporters. To create value in the nonprofit organization, we need to build a common framework to meet the challenges faced in the market (Bradley-Swanson,2019). Common Spirit health focuses on increasing the organization’s value through various initiatives such as managing the customer relationship, making changes in the organizational services, improving transparency in the functionality, and managing the risks. In order to enhance the value creation in the organization, Common health spirit has introduced the below concepts to maintain the value-based framework. They are Value-Based Management, Strategic Planning , Managing Resources and Accountability and Performance Measurement.

Value-Based Management
Focused on bringing changes in the organizational governance, and it helps to recognize the stakeholder’s interest. Common Spirit health has adopted a value-based approach since its imperative to make decisions that would strengthen and improve the value for the stakeholders (Matt Evan, 2019). Common Spirit is very open about its product and services offered to the stakeholders and customers. It makes it easy for stakeholders to determine what a nonprofit is doing and give e clear understanding of its operations. Value-Based Management also helps recognize the different forms that create value for its stakeholders (Bradley-Swanson,2019).

Strategic Planning
Process helps identify different strategies that will enable Common Spirit Health to enhance and advance its mission. Making stakeholders, staff, volunteers engaged in the operations, initiatives, and committed to the organizational goals would strengthen the presence of the nonprofit. Revisiting the strategies on a time-to-time basis and adapting to changes will keep the organization competent with its competitors. Identifying and adopting to SWOT (Strength, Weakness, Opportunities and Threats) analysis process would play a crucial role in strategic Planning (Matt Evan, 2019).

Managing Organizational Resources
It is very important to execute the plan layout in the strategic planning phase. Volunteers and human resources are the strengths of the nonprofit. Their commitment, dedication, and sharing of the nonprofit’s mission and vision would help determine the organization’s strength, capabilities, and effectiveness. Better planning the activities and volunteering resources would also help lower the operational cost. Common Spirit Health would be having a board of members at the executive level and a board of directors who look after overall governance and strategic guidance for the nonprofit.

Accountability and Performance Measurement
Capabilities in the nonprofit create value for its stakeholders and avoid risk. Accountability would help the organization to keep the records clean and enhance the fact of transparency (Matt Evan, 2019). Responsibility is in the form of trust that we put into the hearts of the donors or stakeholders. For example, being open and transparent about the fundraisers with the donors and stakeholders builds great trust and confidence in the individuals. Accountability and continuous performance measurements communicate a great message to its donors and present that nonprofit activities, products, and services are in place of work and nonprofit is doing what it is supposed to do.

DSB’s Virtuous Business Model
The virtual Business Model shows how an organization interacts with spiritual, social, and social capital concepts worldwide (DeVoe, 2017). It also shows how a virtuous leader helps the organization’s growth by increasing the value in his team and productivity. When you honor the path of God, it brings success and peace. Nonprofits that influence the processes of VBM in the organization emerge as a virtuous organization that believes in the teachings/ concept of God. Virtuous organizations will be truthful to work, respect the principles of individuals, stakeholders, or donors and contribute to the wellbeing of society.

Image from (Devoe,2017)
Nonprofits, built upon spiritual, social, and economic Capital, stand tall with high integrity in the competitive market. Spiritual Capital can be achieved in the organization when prioritizing the human workforce, supporting them during challenging times, and providing good health services. Social Capital can be created by enduring sincerity, synergetic and service-oriented environment for the organization’s employees, stakeholders, or donors. Economic Capital can be achieved when an organization operates through Christ ‘s-centered principles, is proficient with services and products, and faithfully oversees its resources. (DeVoe, 2017).

Ethical and Cultural Implications
Ethical and Cultural implications arise at all levels of the organizations involving differences in individual relationships and cultural influences. Common ethical problems involve a conflict of interest, misuse of resources, lack of accountability and transparency. Based on the research, moral awareness, moral decision making, moral intent, and moral action are the crucial factors influencing ethical conduct in the organization. Below are the few areas where we see the ethical implications in the nonprofit.
· Conflict of Interest
· Financial Integrity
· Stewardship

Conflict of Interest
It is the prevalent issue arise in the nonprofit organization. It’s crucial to understand government bodies, i.e., IRS, perspectives about the conflict of interest to avoid ethical regulation on the organization. Ensuring the executive, board of directors, and stakeholders know the nonprofit’s regulation and purpose helps build good relationships without conflicts. By avoiding unauthorized activities, services and products would keep the organization runs smoothly.

Financial integrity
It is the critical area of interest in nonprofits. Funds collected from the fundraiser activities and the donor’s booth must be held and maintained with high integrity and transparency. High standards of integrity are built upon the foundation of an organization’s mission, values, and leadership. Nonprofits should know that financial transparency will help them to preserve the trust of each donor and stakeholder.

Stewardship

It is another crucial area of ethical implication. Donors would like to know where the funds have been in use or the initiatives. Being transparent and honest is the key to attracting donors to the nonprofit mission (Hrabik,2016). Organizations should treat the promises made to the donors, and stakeholders should always be treated with high priority, honesty, and integrity. Communication is the key here. Nonprofits should always keep donors posted about the spending’s on the promised initiative to them. If there are any changes, nonprofits should communicate with the donors.

Reference
Kong, E. (2008). The development of strategic management in the nonprofit context: Intellectual capital in social service nonprofit organizations. , 10(3), 281–299. https://doi.org/10.1111/j.1468-2370.2007.00224.x
Cutt, J., & Murray, V. V. (2012). Accountability and effectiveness evaluation in nonprofit organizations. Routledge.
Porto, R. B., & Dias, L. G. (2018). Effectiveness of the Positioning Statement: Experimental Test on Brand Awareness in Competitive Contexts. Revista Eletrônica de Ciência Administrativa, 17(1), 84–113. https://doi.org/10.21529/recadm.2018004
Blery, E. K., Katseli, E., & Tsa

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