Assignment Paper

Making it Happen
‘New’ Carillion Ltd – a Case Study in Managing Future Change.
Imagine that on the 1st of January 2018 Carillion Ltd was bought for £1 by new investors. The price reflected the imminent bankruptcy of Carillion Ltd (who actually collapsed on the 15th of January 2018) and the new investors announced they would invest a minimum of £750 million over the next 5 years in order to expand the ‘New’ Carillion on continental Europe.
Your task, as an external consultant, is to advise the new owners what you believe to be the most appropriate and effective approaches organisational structures and management activities to make their international expansion strategy happen.
Your Client Report therefore needs to focus on
1. the current resources, structures and external environment of the firm and how these will affect the future of the organisation
2. identifying the most effective organisational structure to support the proposed future strategy
3. selecting the most appropriate approach to organisational change and recommend specific managerial choices for the organisation
4. how senior management should address the challenges of culture, power and politics that occur in every change management project
5. recent competitors of Carillion Ltd for example Interserve Ltd
You must refer to a wide variety of research evidence that justifies your recommendations in your Client Report. The audience for your Client Report is the newly appointed Board of Directors of the ‘New’ Carillion.
Below are details of essential research information – UK Parliament Inquiry in the Carillion Ltd Collapse on the 15th January 2018 and 2nd April 2019.

1. UK London Westminster Parliament Investigation into Carillion Ltd and its consultancy and audit advisers.

Strict structure of report
• Executive summary
• Introduction
• Section 1- Carillion’s Current Organisational situation (incorporate SWOT Appendix 1.1)
• Current Resources of Carillion
• Current Structures in Carillon
• Carillion’s External Environment (incorporate PESTLE 1.3)
• Section 2- Organisational structure for future organisational change (incorporate appendix 1.4. Porter’s force field analysis) and Future structure to support strategy
• Section 3- Change approach and Managerial choices
• Approach to change (Regarding emergent and planned)
• Carillion’s Managerial Choices
• Section 4- Overcoming the challenges of culture, power and politics
• The importance of communication
• Managing common challenges
• Section 5- Summary and Recommendations
• Summary
• New strategy for Carillion
• Current Resources and External Environment
• Organisational structure
• Approach to change and managerial choices
• Managing challenges of culture, politics and power
• Final Recommendations
• References

• Appendix 1.1 SWOT Analysis
• Appendix 1.2 Hierarchical Structure
• Appendix 1.3 PESTLE Analysis
• Appendix 1.4 Force Field Analysis – Source; Adopted from: (Lewin, 1973).
• Appendix 1.5 Mintzberg’s Emergent Strategy
• Appendix 1.6 Business Models
• Appendix 1.7 Flat organisational structure
• Appendix 1.8 Breakdown of Lewins model
• Appendix 1.9 Planned vs Emergent change
• Appendix 2.0 Kotters Emergent Change
• Appendix 2.1 The process of change
• Appendix 2.2 The Choice Process
• Appendix 2.3 The choice and change processes
• Appendix 2.4 Management Styles
• Appendix 2.5 Importance of communication