The cultural context of the organization as well as adherence to change process models will all be investigated. These steps will be followed so that it can clearly be ascertained that there are elements within the organization that warranted change and that the change process took place as expected.
Change has been said to be the only constant thing in the business world (Johnson &. Scholes, 1998). This is said not because once a change takes place it remains same for long. Rather, it is because change has been with the business world and will continue to take place among various companies. This notwithstanding, Levy (2013) warns that change must not take place within the organization just for the sake of it. By implication, there must be sufficient grounds for change to take place before it is implemented. With this known, Balogun and Hope Hailey’s Change Kaleidoscope Model can be said to be one of the most effective means by which an organization can pull together and codify a wide range of contextual features and implementation options that warrant the change (Hailey &. Balogun, 2002). In table 1, the Kaleidoscope model has been used to comprehensively outline eight contextual features of change at TED.
From table 1, it is possible to identify two major lines of strategic change contexts based on the eight contextual features. These are strategic change contexts that were most challenging and those change contexts that were enabling. Indeed the issue of time, scope, diversity, and some aspects of capacity presented a lot of challenge for the company’s change process. As it was admitted by Jack, time was a major constraint because a lot of changes were expected in only three years. .