Wk 5, LDR 535: DQ APA Format 175 – 265 words Cite at least 1 in-text citation Respond to the following: PART 1 Read the Shell Case Study before you answer

Wk 5, LDR 535: DQ APA Format
175 – 265 words
Cite at least 1 in-text citation
Respond to the following:

PART 1
Read the Shell Case Study before you answer

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Wk 5, LDR 535: DQ

APA Format

175 – 265 words

Cite at least 1 in-text citation

Respond to the following:

PART 1

Read the Shell Case Study before you answer the questions below.

Read transcript to answer the questions below.

PART 2

Consider what you learned in the experience and respond to the following:

  • What have you learned during this team collaboration about Kotter’s 8-Step Change Model?
  • What is a process for creating a sense of urgency around change?
  • How does collaboration promote self-analysis and help you prevent or correct mistakes?
  • How does collaboration promote problem solving and help team members improve their skills?
  • What are the connections between new behaviors and organizational change? How do you replace old habits?
  • Share an example where this took place in your organization?

LDR/535 v3

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Shell Case Study
In 2004, Shell faced a crisis when the company was exposed for having far less oil and gas reserves than
stated in its accounts. As a result, the company was fined; its share price plummeted; the chairman, Philip
Watts, resigned; and its complex management structure was simplified.

The new chairman, Jeroen van der Veer, then implemented substantial changes across the company’s
international 80 operating units. This transformation was known as “Shell Downstream-One” and
centered around transforming Shell’s systems and processes. The main vision of Shell Downstream-One
was simplified and standardized processes across all regions and continents. This included every
process from centralized distribution networks to common finance and invoicing systems.

The change team consisted of senior Shell leaders, Shell subject matter experts, external change experts,
and consultants. The team members had technical knowledge and could provide change leadership by
modeling and driving the correct behaviors, briefing those who would be affected by the changes,
addressing problems areas, and mitigating risk. Importantly, van der Veer stayed at the center of driving
and implementing the change, which meant he never became distanced from the priorities he was
championing.

Shell Downstream-One was expected to cause Shell to lose some market share in certain countries. This
caused resistance to the changes even though these changes were essential for Shell’s survival. Every
operating unit had to comply with the new systems and process, regardless of the effect on them.

In addition to ensuring that all operating units adhered, Shell’s other main challenge was obtaining the
support of its major stakeholders in the industry. Some of Shell’s major stakeholders stood to lose
market share and, in some cases, stood to lose complete control of their market share.

Overcoming resistance from its operating units and key stakeholders required a highly effective internal
and external communication strategy. The change leadership team also focused on rapidly identifying
and addressing areas of resistance and was, in this way, able to accelerate the adoption of the new
systems and processes.

You are part of the external change leadership team that Shell has contracted to successfully implement
Shell Downstream-One.

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