Strategic Change Management in Majid Al Futtaim

Question

Task:
Conduct a critical research and prepare a well-written report on the strategic change management in Majid Al Futtaim.

Answer

Executive Summary
To sustain competitively in the business's long run, the business corporation must perform strategic change management and needs to suppose the compound alterations with success, rapidly increasing speed, and effectiveness. It is acknowledgeable that effectively changing something that people have adapted for a long time will not prove easy to change and it is common for the company to deal with such risks and challenges while implementing the change. The report provides the learners with a critical comprehension of the change model and integrating the required changes associated with the tactical change within the company. Different change models have been implemented such as the ADKAR model, McKinsey's 7S Framework and the Kotter's 8-Step Change Model has been discussed with the change in the organisation.

This will also enable in leading the potential stakeholders to devise proper strategies for successfully implementing the proposed change along with the processes followed. The challenges faced by an organization each time they embrace a change is a common phenomenon and the case is similar with Majid Al Futtaim Group which is brought in a range of Vegan products in its retail stores. This would be a challenging experience especially in the Middle East region where most of the population are meat lovers and the cuisine comprise of the same. Hence it has been noted that two models have been put into use to understand the various challenges faced and the ways to monitor a change and overcome the challenges.

Introduction of the chosen organization and background to change
Company Background
Majid Al Futtaim as being one of the leading pioneers in the field of the shopping mall, leisure and retail established the "Carrefour" i.e. a France-based retail corporation in 1995 via a franchise deal. The Carrefour retail introduced by Majid Al Futtaim Group is known as one of the leading and successful supermarket chains across the globe operating in over more than 38 countries including Asia, Middle East, South Africa, and Russia (majidalfuttaim.com, 2020). The reputed brand guarantees consumer satisfaction and affordability while offering a vast range of 100,000 products in the category of groceries, clothing, home electronics equipment’s from across the world including local manufacturers. It can be said that the supermarkets tend to be minor in scale but ensure exceptional categories of products that help in catering to the individual demands and requirements of the potential consumers.

However, the company proposed an agreement with Nshama i.e. a UAE-based manufacturer of master-strategized communities to inaugurate a Carrefour Hypermarket in the area of Town Square Dubai (carrefouruae.com, 2020). In the year 2018, Majid Al Futtaim Retail established its first sail-via supermarket "Bites and More by the Shore "operating off the shores of Dubai by serving consumers on jet skis, yachts, and boats. It can be assessed that Majid Al Futtaim Retail has invested extensively in the segments of digital potential and data analysis including the business start-ups that cater to different channels. The company also operates its business in over 120 countries, with private licensing rights for different fashion trademarks including Lululemon Athletica, AllSaints, Maisons Du Monde and Abercrombie & Fitch (Alcácer and Thapar, 2020).

Background to Change
Majid Al Futtaim Retail is extensively committed to rewarding its potential consumers and providing smooth accessibility to a pleasant experience of shopping via promotions, incentives and elite offer throughout the annual year. Its constant business development in locations across the various countries helps it in attaining competitive advantages for everyone and utilise it in its business to generate higher profitability and satisfaction. Additionally, the company acknowledges the priority of a healthy and productive workplace with a specific vision to develop valuable business opportunities and excellence. The specific changes tend to be of various types including change in technological environment, strategies and operations and it is the primary priority of the organisation to execute strategies to deal with every potential change. The background of the considered change is that the company Majid Al Futtaim will be introducing organic and vegan food products in the grocery retail segment due to the increasing population of vegan consumers in the specific country.

Hence, business organisations need to devise dynamic sustainability strategies to sustain in the economic, political, and social environment (Srinivasan and Çekin, 2020). The business organisation requires to implement the change for various benefits and advantages including improvement of the company’s performance, active response to the consumer requirements, increase employee effectiveness and performance. The implementation of this specific change might cause resistance to the change as the front-end of the individual's resistance refers to how the individual remarks the specific change. The back-end of the individual's resistance to change refers to how effective the concerned individuals tend to be to deal with the expected change. The primary job of the organisational leaders includes addressing the resistance from different ends to guide the individual lower it to a minimal proportion.

Change Management Models
Kotter’s 8-Step Change Model
This model is a useful tool in effectively managing a change in the organizational context (Tang, 2019). The model consists of 8 steps and it has been discussed briefly as follows:

Figure 1: Kotter’s 8-Step Change Model
(Source: Tang, 2019)

Step 1: Creating urgency
In the first step, the whole situation is conveyed to the organization and a sense of urgency is created in the organization. In this regard to the Majid Al Futtaim group, the employees must be informed of the change that would be implemented in the organization.

Step 2: Formation of a coalition
In this step, a coalition is to be formed within the organization by identifying the key stakeholders. The coalition must be formed by careful inspection regarding the members of the coalition and they must be dedicated to implementing this change (Cameron and Green, 2019).

Step 3: Vision for change
It is imperative to create a vision for change and this can help in the implementation of the change within the organization. A strategy must be created to execute that vision and this can be helpful to the change-makers of the organization.

Step 4: Communication of the vision
The vision and the strategy for the execution of the vision must be communicated effectively to the stakeholders that include the employees and other members of the coalition. This enhances the implementation of the change within the organization.

Step 5: Removal of obstacles
The obstacles to the changes must be identified swiftly by the coalition team and they must work towards mitigation of those issues in the organizational context. In this case, the obstacle may be certain organizational practices that are impeding the implementation of this change within the organization (Doppelt, 2017).

Step 6: Short term wins
The coalition must create certain short-term wins by creating short term targets that can be easily reached and hence these short-term wins can motivate the employees to work harder for the successful implementation of the goal.

Step 7: Building the change
After the achievement of the short-term goals in the organization, a greater pretext of the change is built in the organization and this can help to build on the change in the scale of the whole organization.

Step 8: Integration of the change
The final step of the implementation of the change in the organization is the integration of the changes into the corporate culture of the organization so that the change is implemented permanently within the organization.

Mckinsey’s 7S Framework
This framework is especially very useful in change management especially in the implementation of changes or new strategies in the organization. This is an effective tool for deciphering the effects that a particular change may have on the organization and thus the organization can use this framework for aligning the departments or processes for accommodating the change (Awino et al., 2017).

Figure 2: McKinsey’s 7S Framework
(Source: Awino et al., 2017)

Hard Elements: The framework consists of three hard elements which are strategy, structure, and system.

Strategy: The strategy refers to the plan that the organization has in place for implementing the change within the organization to maintain a competitive advantage over the competitors of the organization. This is an important part of the framework and it must be diligently followed.

Structure: The structure of the company refers to the way the company is organized and the line of a command followed in the firm. During the implementation of any change, it is imperative to know the organizational structure for the easy implementation of the change (Doppelt, 2017).

System: The system of a firm refers to the daily activities and operations of the firm that the employees carry on to produce the output of the firm and these are the main points where the changes are implemented within the firm.

Soft Elements: The soft elements of this framework include skills, shared values, staff, and style.

Skills: The skills refer to the actual competencies and skills of the employees that define the overall skills and competencies of the organization. The evaluation of the skills is extremely important in the context of bringing in any change in the organization to accommodate the change.

Shared Values: The shared values of an organization refer to the core values and missions of the organization that are reflected in the work ethic and corporate culture of the organization. The change must be following the shared values of the organization (Hayes, 2018).

Staff: The staff of an organization are the employees that work in the organization and their capabilities that they utilize for working for the organization. The staff of an organization are the stakeholders who oversee bringing in and building and integrating the change in the organization and its culture.

Style: The style refers to the leadership style present in the organization. In this context, a democratic leadership style is preferred that would allow the stakeholders to play an important role in the implementation of this change in the organization.

ADKAR Model
This model is extremely useful in the prospect of the people aspect of the management of change within an organization. This model is an acronym for five goals that the organization must reach to achieve successful change in the organization (Dana et al., 2016).

Figure 3: ADKAR Model
(Source: Dana et al., 2016)

Awareness: The successful implementation of a change requires full awareness of all the stakeholders of the organization. The employees would be required to step outside of their comfort zone and this is a big deterrent to the successful implementation of the change. Therefore, it is imperative to instil a sense of awareness in the employees so that they know why the change is necessary to be implemented in the organization.

Desire: The employees may not be willing to go on about the implementation of the change initially, however, they may be complying with the situation out of duty. However, this situation is toxic and can affect the implementation process considerably. Thus, it is imperative to instil a sense of desire for the change within the employees so that they are motivated for bringing in the change in the organization.

Knowledge: This is a crucial aspect of the implementation and the integration of the change in the organizational structure and culture. The employees may be working towards implementing the change in the organization but they may not know of it. The employees may require prior training or other knowledge-building activities so that they can perform their duties diligently for making that change stick in their workplace that is in the organization (Doppelt, 2017).

Ability: The proper knowledge of the employees regarding performing the change-related tasks and operations does not reflect that they would be able to perform those tasks in the workplace. The change-makers or the leaders must be confident about the ability of the employees regarding performing those tasks. They may have to employ different tactics to determine the ability of the employees and then implement the changes in the organization (Cameron and Green, 2019).

Reinforcement: This is an ongoing process that requires the continuous and regular use of the changed tactics in the organizational context for a prolonged time. Consequently, the change can be successfully implemented in the organization to ensure that the change is permanent and integrated well within the organizational culture and structure. This would often require extra effort and resources but it is necessary for successful implementation of the change.

Strategic Intervention Techniques
Majid Al Futtaim is a holding company that has shopping malls, leisure and retail firms in the Middle East and North Africa. The company is a leading organization based in Dubai and operates in more than 10 countries. The company was founded in 1992 by Majid Al Futtaim and has been operating ever since (Majidalfuttaim.com, 2020). The company has three main subsidiaries in different sectors of the industry, namely, Majid Al Futtaim Properties, Majid Al Futtaim Ventures and Majid Al Futtaim Retail.

The Majid Al Futtaim Properties is engaged in the development and management of shopping malls and hotels in the Middle East and North Africa region. This subsidiary consists of a shopping mall and communities’ units and these are the major business units of the organization. The firm has malls in Emirates, Egypt, and Saudi, in addition to which there are seven City Centre malls in the UAE and more than twelve in the whole of the Middle East region, in total the firm owns about 27 malls (Majidalfuttaim.com, 2020). The company is focused on creating communities that are integrated with facilities for residential, commercial, retail, and other purposes.

The Majid Al Futtaim Ventures constitutes a group of companies that offers a host of amenities such as leisure and entertainment, fashion, financial services, healthcare, etc. This subsidiary consists of several units such as Leisure and Entertainment, family and retail entertainment, Cinemas, restaurants and cafes, financial services, and energy.

The Majid Al Futtaim Retail subsidiary is engaged in the management of supermarkets and hypermarkets and fashion and speciality retail stores. The company is also dedicated to the partnerships and the online shopping aspects of the business. The change that would be discussed is in the retail aspect of the business.

The company has decided to introduce vegan food in the retail sector and the implementation of this change would be discussed in this study. The company has the scope of business of vegan food in different aspects of the organizational structure such as the retail sector, shopping malls, restaurants and cafes, cinema halls, etc. Therefore, the change must be implemented throughout the business to bring the change to the expected scale. This can be done by certain using certain strategic intervention techniques that can be of great utility in this aspect of change introduction and management.

Integrated Strategic Change
This is an organizational development intervention method that is comprehensive and defines how a change in plan can add value to the strategic management of the organization. This is an integrative piece that looks towards the synthesis of the organizational systems and business strategies to respond to certain internal or external disruptions or changes. This can help the stakeholders to transform the business operations from the current state to the desired state by designing further strategic orientation (Helfat and Martin, 2015). The simultaneous utility of the strategy and design of an organization is the fundamental essence of the integrated strategic change in the organization. The integrated strategic change can be either radical or gradual for the accommodation of the systematic realignment in the processes of the company between the environment and the business strategy adopted.

This technique is concerned with the human resources, implementation, and transition states and not just the plan of implementation of the change and hence it can be extremely useful for the Majid Al Futtaim group to use this technique for introducing vegan food in the organization. Moreover, this technique requires continuous examination of the strategies, processes and the structure of the organization that makes it even more appropriate for this purpose (Greenwood and Hinings, 2017).

Self-designing Organizations
Self-designing organizations refer to the organizations that have the inherent capability to transform themselves to achieve high targets in the markets and maintain a good performance and a competitive edge over the competitors. This is also a strategic intervention technique that would help the organization to effectively introduce and manage changes in its structure and operation. This technique involves strategies for an ongoing attempt of designing and implementing processes that are carried on by the change-makers and the employees at all levels of the organization.

This approach can help the change-makers to prepare general prescriptions that define the change that is to be introduced and consequently design structures, operations and processes that would help them to integrate the changes in the organization and sustain those changes in the context of the organization (Moorkamp et al., 2016). In this aspect, the organization may be referred to as the learning organization where all the parts of the organization are subjected to learning and improvement in the operations and in this way the change can be effectively brought about in the organization and implemented and sustained in the Majid Al Futtaim group.

The need for change in the organization
Need for Change
At its core, the Majid Al Futtaim Retail is a value-led company that is bold enough and passionate – strengthened by an organisational culture influenced by the entrepreneurial and dynamic spirit. The company is committed to attaining a transparent vision to acknowledge the significance of implementing the change successfully and mitigating the potential risks and challenges along the way. It is common for the business organisation to implement the required change for various reasons including technological advancements, performance gaps, acquisitions, and valuable opportunities. The change proposed will help the company to expand its brand portfolio and diverting this specific focus on the vegan segment will help the company to acknowledge the sustainability requirements of the company (retailanalysis.igd.com, 2020). The development of the vegan products is expected to appeal to the eco-friendly and health-conscious consumers resulting in improvement of the brand reputation and awareness. It is also important for the management of the retail group to exert the required pressure for change and this pressure tend to evolve from different areas including financial markets, consumers, altering government rules and regulations, and the external environment.

Hence, it can be analysed that the requirement for change in a business organisation is caused due to several factors including the internal and external factors. Its retail brand Carrefour has constantly worked towards providing its potential partners and consumers with elite privileges via difficult times. The proposed change of the company will surely help in serving the community by releasing the pressure for those impacted by the long-term solutions (Dani, 2014). It is the responsibility of the organisational managers to influence employees that the proposed changes are important and the benefits and advantages attained will be positive for the changes. It is recommended for the company that the considered changes should not happen in one go as it tends to be easier to execute them in different cycles.

SWOT Analysis
SWOT analysis is defined as the specific framework that is utilised to analyse the strengths, weaknesses, opportunities, and threats of the business company (Gürel and Tat, 2017).

Table 1: SWOT Analysis of Majid Al Futtaim

Driving Forces and Resource Implications
The consumer insights base devised by the company Majid Al Futtaim enables the company to attain detailed insights into the consumer characteristics and make effective outlet-level decisions formed on the demand and requirements of the target consumers. The driving forces help the corporation to derive positive insights that tend to influence the retail departments to administer and serve the performance trends with accurateness and speed, elevating the development and loyalty of the incremental sales. The potential suppliers tend to possess the accessibility to these specific rights, formed on the purchasing behaviours of the retail segment consumers through seven markets in the specific region.

These driving forces will enable the company to adopt a data-driven and consumer-focused approach, resulting in a more pertinent consumer satisfaction and experience. The organisation effectively communicates its considered changes to its business for discovering potential opportunities and outlining extensive assessments before executing any activity. It can also be concluded that the double impact of COVID-19 has tipped some of the major business corporations on their respective heads.

Appropriate systems to involve the stakeholders of the chosen organization and a change management strategy
Stakeholder Analysis and Management
Stakeholders refer to individuals or groups who have an interest in the functions of the company and is also affected by their activities. There are both internal and external stakeholders for every company (Eskerod et al., 2015). In the case of Majid Al Futtaim Group, the internal stakeholders include employees, managers, investors, owners, shareholders, subsidiary companies, and divisions. The external stakeholders include the customers, suppliers, Government, media, pressure groups, and the larger community (Mok et al., 2015).

Stakeholder analysis refers to the process of perceiving the stakeholders, their influence, interests and how the actions impact the organisation and vice versa. This helps in formulating strategies which will help the company to manage and form healthy relationships with all the stakeholders. The strategies for each group of stakeholders is different as their needs and impact are different (Colvin et al., 2016). The stakeholder matrix can be used by Majid Al Futtaim Group to understand the power and influence of the different stakeholders and accordingly develop strategies for them. Firstly, the company needs to gather information regarding all the various stakeholders and then identify and categorise them into stakeholder groups. The next step is to map the stakeholders using the stakeholder map and it must be specific (Dütschke et al., 2018). This will help in prioritising the stakeholders and understand which group has the highest and lowest power and influence over the company operations. After that, the demands and needs of the stakeholders must be understood by the company and develop strategies for “keeping them completely informed”, “manage most thoroughly”, “maintain regular minimal contact” or “anticipate and meet the needs” of the stakeholder groups. Lastly, the company needs to develop communication strategies with the stakeholders and monitor and review their actions (Cuppen et al., 2016).

Figure 4: Stakeholder Analysis Map
(Source: Cuppen et al., 2016)

Stakeholder Engagement Process
Stakeholder engagement refers to the process through which Majid Al Futtaim Group can communicate and maintain the relationships with the stakeholders. By understanding the demands of the stakeholders, the company will be able to perceive their engagement level, what and when they want, and how the actions and plans of the company will impact the goals of the stakeholders. Moreover, the company can also improve their strategies for communication as well as the operations to form long-term relationships with the stakeholders along with a positive brand reputation and a first-mover advantage (Lane and Devin, 2018). Engaging the stakeholders with the company will help them to expand their operations and improve accordingly. It also helps in improving the relationship between the stakeholders and Majid Al Futtaim Group. Stakeholder engagement also helps the companies to gain a positive brand image and there are lesser chances of boycotts or litigations (Leonidou et al., 2018). Majid Al Futtaim Group can use various approaches to increase the engagement levels of all the stakeholders.

Following is a five-step approach for engaging the stakeholders-

Figure 5: Stakeholder Engagement Process
(Source: Leonidou et al., 2018)

Engagement strategy- In the first step, the company must set a vision and level for engaging in the future after reviewing the past engagement strategies.

Stakeholder mapping- The criteria for prioritizing the stakeholders will be done through stakeholder mapping and accordingly the engagement mechanisms will be selected.

Preparation- The long-term goals need to be emphasised upon, approach and perceive the ways through which the engagement will take place and the rules will be set accordingly.

Engagement- In this step, the engagement will be done which will also ensure that the tensions are mitigated and there is equitable stakeholder contribution all the while focusing on the priorities.

Action plan- Here the feedback will be perceived and the opportunities from the same will be identified. The goals of the company must be revisited and the actions determined. Further steps will be developed for following up and ensuring significant engagement in the future.

Overcoming Resistance to Change
Resistance is a part of the change management process and it can occur due to many reasons. Mostly, the employees resist changing as there are chances of job loss due to the change. In the case of Majid Al Futtaim Group, the change is to bring in a section of vegan food products in its grocery segment. This will attract vegan customers and accordingly increase profits. Here there will not be any loss of jobs but instead, there can be more jobs for the people. Poor engagement and communication with the employees are also another reason for resistance to change (Lines et al., 2015). If the employees are not aware of the reason behind the change and the success factors, they might resist it. Hence the company needs to formulate certain strategies to overcome this resistance to change.

Firstly, Majid Al Futtaim Group must expect that there will be resistance and they must be prepared for it. The stakeholders who are most affected by the change must be constantly and thoroughly engaged in the change management process. This will help them to aware the employees and another member to understand the reason behind the change and the success that it will bring to the organisation (Grama and Todericiu, 2016). Explaining why the change is required is a good way to ensure that the employees do not resist the change. Furthermore, understanding that every employee has a different need will help in identifying the reason for resistance and the management can accordingly work on overcoming them (Murrar and Brauer, 2019). The changes must be implemented in different stages so that all the members associated with the change will get time to prepare for the change and accordingly accept it. Lastly, the company can employ different ways to communicate the change with the different members in the organisation along with explaining the goals, vision, and expectations for the change.

Developing change models that would address the challenges faced by the chosen organization.
The organization which has been selected for discussion is Majid Al Futtaim Group, which is based out of Dubai and was established in the year 2015. It is famous for its multiple sectors of business, which include, malls, retail stores and leisure establishments all over the middle eastern region and South Africa. The major change that is on the way for this organization is the introduction of vegan products in its food chains across geographically. Since the origin of this group is in the middle east so the introduction of vegan food would not be easy as the majority of the population is non-vegetarian but increasing migrated population can boost the new change. In this study, the two change models used are the ADKAR model and Prosci’s organizational change management process.

Challenges Faced
The introduction of vegan food items in the food chains and the departmental stores of Majid Al Futtaim Group is a challenging change due to its origin. The chain originated in the Middle East where most of the population is non-vegetarian lovers and they take pride in their cuisine. So, taking such a step is risky, but the company very well kept in mind the enormous migrated population who have come from all around the world and they would accept vegan items.

As stated above it is very difficult to bring in a change without having to face some challenges on the way, and the condition of Majid Al Futtaim Group bring in vegan products in its food chains is not different. First, the chain started in Dubai and then expanded all over the Middle East and then South Africa and other parts of the world. The origin place of the group is in a location where vegan is something that would not be appreciated much because of the liking towards meat but it would not be that challenging in the other locations where the population is open to vegan food and has been exposed to it.

Change Models
The ADKAR model as the name suggests is a mix of five aspects which would determine the challenges that might be faced by the change and the ways to overcome it (Da Veiga, 2018). The five aspects of ADKAR model are A stand for awareness which means before bringing any change it is important to have an idea about the effects of the change in the market and the ways of monitoring such kind of issues which have already been trending, D stands for desire, and it means understanding the desire of the customers to accept the change and the negativity which might come across as a bad review, K stands for Knowledge about how the change can be brought in without facing too many challenges, A stands for Ability of the organization to demonstrate the various plus points of the new product line and how it can be made precious in the eyes of the customers, and R stands for reinforcement, which signifies the task of overcoming all challenges and sticking around in the market (Rodriguez Vazquez, 2020).

Prosci’s organizational change measurement process is a three-phase change model. The first phase is that of the preparation phase for change where the main aim is to define the kind of change that is being brought and the change in strategy required for that change (Lal, 2020). This step includes preparing the employees of the organization as well for the change and develops a sponsorship model as fast as possible to support the change. The second step of this process is that of the change in management planning. It is very important to communicate the kind of change that is being brought in and the kind of measures that should be taken to prepare the management for accepting the change and working towards eliminating the challenges on the way.

Lastly, the final phase is that of the reinforcing the change. There are a few ways in which a few key strategies can be used for reinforcing the change and these strategies include, keeping a tab on the change of behaviour of people and customers, Coming up with plans to correct the problems that are faced at initial stages, Working as individuals and group to attain the result of achieving the goal, review every action that has been taken and finally celebrate with the employees after the challenges are overcome (Stouten et al., 2018).

Measures to Monitor Progress
The ADKAR model is best suited for monitoring the progress in solving the challenges faced by the introduction of Vegan range. It is easier for the leaders associated with the change to outline the points of pain once they have an idea about the goal which is set and the challenges which might appear in the way of achieving the goal. This model also prepares the employees and the whole system about the activities and planning that might be helpful for the whole change which is being brought in the market. The five-aspect model is a depiction of all how the challenges can be thought about from before and tackled (Mukwenda, 2019).

The three phases act as the points of measures to monitor the change and the work being put behind bringing such a change in the market. Once each step of the model is followed and understood it becomes easy to monitor the changes by the organization and the employees and overcome all the challenges (ERRIDA et al., 2018).

Conclusions and Recommendations
This report studied the change management in the chosen organisation, Majid Al Futtaim Group, operating in Dubai. The company is trying to implement a change of introducing a vegan food product in its grocery segment due to the increasing population of vegan consumers in the country. Different change models have been implemented such as the ADKAR model, McKinsey's 7S Framework and the Kotter's 8-Step Change Model has been discussed concerning the change in the organisation. Moreover, various strategic intervention techniques have also been incorporated and assessed as per the change undertaken by the company. The internal strengths and weaknesses of the business company as also been assessed and the requirement for change was also discussed. The managing and engaging the stakeholders were evaluated using the stakeholder mapping process and strategies were formulated to overcome the change.

Following are a few recommendations that the company can undertake to implement the change successfully-

• Majid Al Futtaim Group needs to define the change to all the members involved and align it with the business goals. It will include the change that is going to take place and the reason behind the change.
• Secondly, it is important to determine the impact of the change on the various stakeholders and the business units.
• A communication strategy will also be developed to pass on different information regarding the change in the organisation. It will include the timeline required for the change and how the feedback must be managed.
• Providing a support structure is also important as it will assist the employees to adjust to the change and build the technical skills and proficiency levels of the employees.
• Measuring the process of the change will help in identifying the impact of the change and whether it will help in achieving the business goals.
• It will also help in understanding the extent of success of the change and which operations could have been done differently.

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