Organisational and Timely Changes adopted by Tesco

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TESCO started its business and opened its first shop in the year 1919 by Mr Jack Cohen. He sold surplus groceries from a stall in the East End of London. The brand TESCO came after 5 years in the year 1924 when he bought a shipment of tea from a Mr. T. E Stockwell and initial letters of the name were combined to name TESCO and in the year 1929 store was opened in Burnt Oak, North London by Mr. Cohen. In 1930 Mr. Cohen built a headquaters and warehouse in north London and in 1932 privatization was done and Tesco became private ltd company and the company was listed in the stock market in the year 1974.

In the year 1950 need of expansion was demanded and as a result numbers of stores were bought by retailer. (70 Williams stores and 200 Harrow stores, followed by 97 Charles Philips stores) and finally in the year 1968 the first superstore was opened in west Sussex. moving further Tesco diversified and jumped to petrol retailing sector in overtake the rivals Tesco adopted the change in the strategy and launched the club card in 1995 following which in 1996 Tesco announced 24 hours facility to its customers. Retailer launched in 2000 to expand further with which it included various products like electronics, clothes and entered in broadband market etc .as a major announcement Tesco plans to open a stores in USA under the name 'Fresh and Easy'.

Need for a change at Tesco

Tesco has adopted many changes in its business since the time it has started.tesco has been changing its strategies as and when time passes for the following reasons.

(I)To win competitive advantage:

Tesco always wanted to create more value from resources over other companies like Sainsbury which led tesco to come up with new stores in different places.

(ii)Core competences:

Core competences are means the businesses must have something that customers uniquely value if companies wants to earn healthy profits. For instance tesco provides club card facility to its customer to retain the customers.

(iii)Need for capturing Market:

Tesco wanted to capture the whole retail market which encouraged the company to come up with aggressive strategies and occupy the number of places of UK markets.

(iv)To create efficiency, swiftness, and innovation:

For creating efficiency tesco provides a online shopping facility along with that it has made all the stores 24 hours available.

Facrors Driving change in the Tesco:

There are two types of factors which force any organization to adopt the change for the betterment of the organization. 'External factors' and 'Internal factors'.

External Factors: conservative spends,

Following are the external factors using PESTEL analysis:

Political Factors:

Tescos performance is very much controlled by political situations of the countries .traditional stores are forced to cut the cost where as big stores often provides job opportunities and government encourages retailers to create job opportunities hence opening new stores is because of the political impact also.

Economical Factors:

Economic factors have direct relation with profits which is one of the most important factor leading changes in an organisation.the high rate of unemployment increases chances of reduced demand for goods so tesco is creating employment with the help new stores.

Social Factors: remove

Customers demands towards mass shopping have led tesco to provide non food items also like clothes, elctronics,mobiles etc providing customers the convenient shopping.

Technological Factors:

Technology is a biggest factor driving all the companies to adopt the change because of new inventions of it.customer base will increase if they are satisfied and they get attracted. To do the same tesco has adopted 'self check out system', 'electronic shelf labelling' etc.

Environmental Factors

Less consumption of resources, less wastage of production and least environmental damage are the issues leading tesco to change accordingly.

Legal factors:

Government policies affect the Tesco organisation for instance licensing, monopoly policy, pricing policy.

Internal Factors:

Expansion of the business:

Expansion of the business brings the opportunities for the product development and companies growth.

Earning Profits:

The major motive for any organisation is to make profit which leads tesco also for the expansion and diversification of the business.

Cut throat Competition:

Tesco has many Competitors like ASDA and Sainsbury. To survive in this cut throat competition is very necessary to come up with new ideas and technology.

Resource Implication of the organisation not responding to change:

There are various resources which can be resistant against the change and cause the failure to the change project. Following are the resources:


The main part of the change is people who are going to execute the change and they can not change overnight. people who are rigid and resistant towards the change .if they don't respond and not agreed to accept the change change procedure will lead to failure.

Money :

one of the other most important resources is Money which has a power to make the change successful by providing all other resources available.for instance with the help of existing money resource tesco is going to open new 'Fresh and Easy' stores in usa without which it was not possible.


Proper material like all the previous details, audit report, company data and market requirments are very important absence of the same brings the failure of the change for instance in the case of tesco absence of the proper market analysis would have not brought tesco to capure the UK market.


Stakeholders are the very important parts of the change.suppliers are the internal stakeholders. The demand of the suppliers for cutting down in prices of food in tesco are major concern for adopting new changes.

Climate: (season)

Climate is a resource which is unexpected which sometimes causes a failure to change adopted by an organisation.

Q: D) Models of change

ADKAR Individual model of change:

In an organisation whenever any change takes place it is not organisation which changes but the individuals of the organisation.ADKAR model helps manager to find out the behaviour of the individual and find out:

People resistance to change,

Help employess to move ahead with the change process

To provide a plan for a personal and professional progress for individuals.

To understand the ADKAR model we will look at the diagram below which says whenver in an organisation change takes place that is two ways one is from the business aspect and from the people side. Change takes place only when both the side change is applied successfully.

Business change:

Business change needs knowing the opportunities

Scope and objectives of the business and project

Knowledge of complete business process

Proper change implementation

People/Employee change:

For the successful change manager should follow 5 key objectives based on ADKAR model.

Awareness: of the need to change

Desire: to participate and support the change

Knowledge: of how to change (and what the change looks like)

Ability: to apply the change

Reinforcement: to retain the change for the time period

Lewin's 3 stage Organisational Model of change

The model speaks about the one organisational change. it says that organisation travel from one stagnant change to another. It has three steps for an organisation to come across (i) Unfreeze (ii) Change and (iii) Refreeze, as mentioned in above picture.


In this state an organisation has to make employees believe that change is going to be for the betterment. there are people who doesn't want to come out of their comfort zone and easily accept the change hence unfreeze is a stage where managers will have to create motivation to the employees to come out of the stagnant phase and unfreeze them to move towards the new change.

(ii) Change

It is a stage which creates many doubts for the organisation. Employees have knowledge of old system and adopting a new a new change will take some time to increase their efficiency. At this stage it is very important for the managers to provide motivation to its employees at the same time give proper training and moral support to build a confidence to accept the change.


The motive of this stage is to let people get comfortable to their working environment again to increase efficiency.

Bruce Tuckman's model of Team change:

Mr Bruce Tuckman came up with this model in the year 1965 with 4 stages and last 5th stage 'Adjourning' was added by him later in the year 1970s. According to him as the team builds maturity and ability, the bonding of the team takes this stage a leader directs, guide, participates and deligates this time team will produce a next capable leader. in this leader gives power to the team and reduces the control.the main aim is to achieve the high performance by changing leadership styles.

Following are the 4 stages and activities of the leader




Direct team and set goals clearly. Discussing goals with team will be the helpful.


Establishment of structure, building good relationship in team, Giving moral support, being firm and positive. make people understand why conflicts happens by assertiveness.


Taking responsibility towards objectives, building feeling of togetherness in team.


Dividing/delegating the task so that can concentrate on other priorities.


If the team come to an end working together celebrating the success.

Relevance of the models in the current economic climate:

Currently looking at the UK economy-2010 the major issue faced by the country is 'Recession' and 'Unemployment' which goes hand in hand. Looking at these issues lets see the relevance of the following models with these two factors.

Models of change

Relevance with current economic climate

ADKAR Model of individual change

Awareness: government should know the factors driving recession and unemployment.

Desire: desire to come over.

Knowledge: Proper knowledge how to overcome the recession.


Ability to apply solutions/change to remove the recession.

Reinforcement: to retain the change or solutions taken to get rid of recession and unemployment.

Lewin's 3 stage Organisational Model of change

In the 2ndstep of the model we can find the relevance to current situation.

Change: adopting a change for example government has announced cut backs because of which people that were enjoying the benefits are also now searching for job which is increasing the rate of employment.

Bruce Tuckman's model of Team change

In this we can find a relevance with the stage 'storming' which talks about the activities like establishing structure which means government should set such a rule to avoid recession and unemployment like the economy of the some of the European countries (like irland and Romania) are not much developed and people of those economy are migrating here because of which unemployment rate increases.

Value of STRATEGIC INTERVENTIONS techniques in the change process:

What is strategic intervention?

Whenever there is change taking plan in an organisation there are resistant towards it. Strategic intervention techniques are made to solve the problem occurring during the change process.

Following are the intervention techniques and their value:

Role Playing:

Role playing is a type of training which involves practical situation. it is method to prepare a team to perform on their own without the help of the their employers.

Value: this technique is valuable because if the proper training is given and employees are able to work on their own then they will face less problem while adopting a change.

Team Building:

It is technique developing a maturity to work as a group and efficiency. The main reasons for this technique are to set objectives, to check how the work is performed in a group and to see the bonding between team members.

Value: in the change process the one of the important things is team bonding as whenever change takes place in an organisation team has to perform together for the success.

Survey Feedback:

Proper feedback and survey reports are to be given to the employees regarding the change to let them involve in the change process

Value: by getting the feedback organisation can know what employees feel about the change and what difficulties they face to help them which help the change process to success.

Inter-Group Problem-Solving:

Whenever there are conflicts in two different groups, for the settlement joint meetings are held in which members are allowed to present their views and the outcome of the meeting should be the result that holds them together.

Value: all the teams work towards the one goal i.e. change process, if they are having the differences then the goal's vision will be blurred. So this technique helps to improve the bonding which will improve the work efficiency.

Management By Objective Approach:

It encourages employees to involve in decision making process to make sure the system works smoothly.

Value: technique to involve employees will earn the interest of them and will lead to successful change.

Q:g) development of Change management strategy with stakeholders for tesco:

Stakeholders are the group of people who have interest in company business. There are many types of stakeholders like government, employees, customers, suppliers which are part of internal and external stakeholders. According to tesco understanding the needs and demands of the stakeholders is very important. there are various strategies to let stakeholders involve in the change process.

i)Having beneficial discussion with shareholders to make sure that tesco looks after and understands the commitment towards stakeholders.

ii)The preparation of investor relation report every year by the board members is a part of their strategy stating the feedback of the stakeholders ,which involves them to towards the change.

iii)They make sure that each and every stakeholder should get the full annual report at the end of the year apart from publishing in news papers.

Systems to Involve stakeholders:

There are many systems available to involve potential stakeholders in the planning of the change.

Stakeholders mapping

Stakeholders matrix

Stakeholders engagement

Stakeholders identification

Stakeholders mapping:

Stakeholders mapping is one the systems to involve stakeholders in the business .in stakeholders mapping has two axis. One speaks about the interest of the each stakeholder and other speaks about the power on stakeholders.


the th

There are basically 4 categories in based on their power and interest,

low interest/low power

high interest/low power

low interest/high power

high interest/high power

The company needs very less attention on this group. The stakeholders create no danger because of any interest and power.

This group has a high interest but very less power and they are maintained by keeping them informed about company information.

This group has high power because of which they must be taken care off and kept satisfied because their low interest can cause a trouble.

They must be always satisfied because they have high power and high interest as well.

Stakeholders' matrix:

This is one the common methods used to know about the stakeholder analysis. The object is to give clear understanding of the stakeholder and let the company know what the best way to involve them is. This system is used at early stage to develop the stakeholder plan.this sytem is used for developing a action plan.

Stakeholder identification:

In this company needs to find out its potential stakeholders company needs to do all the documentation regarding their interest, involvement, their power, and strategies taken by the company.

There are three steps

Step i) identify the potential customer and related date to them

Step ii) identify the each stakeholder's power and interest

Step iii) assess the stakeholders response.

Stakeholder engagement: