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Thank you for the information that you have shared this week, Latifah. I appreciate the points that you
have written about a vision statement and its importance. I enjoyed, too, the example that you provided
about Saudi Water Limited. With that being said, can you explain how the five-step checklist for a
change applies to what you have noted? How are these five steps incorporated in your example? Please
give me some additional details. You noted what change leaders must do, but explain these changes as
related to the steps, please.
I look forward to reading more.
All the best,
Dr. Claus
As per Itam et al. (2020), a vision statement of the organization describes the business activity, future
prospects and their capabilities in a short statement that is very captivating and attracts the customers
or investors towards the conduct of their business activity and helps them in understanding the
organization’s passion towards attainment of the set vision. Organization’s today can easily prepare
their organizational vision culture and passionately work towards strengthening their corporate culture
in a manner that not only motivates the leadership towards the pursuance of the goals by attracting
investors or customers but also equally drives the employees of the organization to integrate their own
personal goals with the organization goals. Therefore, an organizational vision describes the strengths
and business activities the organization conducts in the present but also describes their future prospects
and goals. Whereas change in vision indicates the areas of organizational change essential to adjust
towards the dynamic competitive industrial environment the organization is participating for the
conduct of their business activities.
The change in vision is a critical responsibility of the leadership of the organization to redesign the
aspects of the business and formulate a strategic action plan for the future that is prepared with the
objective of ensuring business growth by attracting new customers and expanding their businesses by
diversifying in various unexplored and potential business avenues. The change of vision must follow two
prominent steps that potentially answers the targeted customer segment the organization’s product or
service will serve, and the steps to develop competitive advantage in the new business prospects the
organization is aiming for.
5 step “checklist for change” for Saudi Aramco
For the purpose of analysis of this paper the Middle Eastern organization selected for ‘checklist
change’ is Saudi Aramco, that organization has recently undergone to adapt and integrate their
organizational goals with the Saudi Vision 2030. As per Ingols et al. (2020), a five-step checklist for
creating the readiness of change is:
The first step seeks elaboration towards formulation of changed strategic objective, explaining the
consequences for adapting to the change and description of the risks and rewards after the change is
incorporated in the organization. The Saudi Vision 2030, requires organizations to diversify their
business models in non-oil-based revenues which Saudi Aramco is actively thriving to explore their
avenues in renewable energy sources and downstream operations despite of having a competitive
advantage in the world towards the upstream operations,
The second steps require the organizations to inform the respective stakeholders being required to
adapt to the change by actively participating in the process change. It is important to seek their
feedback towards the changed strategic action plan. Saudi Aramco’s employees are briefed about the
importance of divergence into the non-oil-based revenue stream’s which for Saudi Aramco is exploring
business activities in the downstream and renewable energy business segments,
The third step requires the individuals to be motivated for the change and they must perceive that the
benefit of the change outweighs the cost. In the long run if leadership believes that climate change is
sensitive issue and if the same is informed logically to the employees of the organization they will also
be motivated and view the change from the lens of leadership. Initially exploring these two sustainable
business avenues can be expensive for Saudi Aramco but for long-run investments in these two-business
segment will be profitable.
The fourth step seeks the opinions from the individuals regarding success or failure of the adapted
change in the long run and also seeks opinions to warrant risk and time invested for accepting and
adapting to change. Saudi Aramco, is mitigating the risk through continuing their upstream operations
and the change towards environmentally sustainable approach shall be successful in the long run as
exploration of oil fields is a limited energy resource,
The fifth step elaborates towards providing alternatives of change to continue attracting customers, by
cost-benefit analysis and risk-reward ratio. Saudi Aramco’s alternative to renewable energy sources is
gaining expertise in the bio-chemical production and its effective implementation in the corporate
environment to adapt to bio-chemical energy sources to conduct their business activities.
Change vision to support change scenario
The change of vision for Saudi Aramco can be “To be the global provider and the most preferred
organization in the renewable and sustainable energy sector.” As per Basile et al. (2021), the strengths
of a change vision can be advanced solutions to the changing business industrial environment,
strengthening the business activities in accordance to the latest compliance norms and widens the
customer horizon geographically and with continuous improvements in the products or services in order
to sustain the dynamic business environment, Whereas the weakness of change of vision can be less
resemblance with the company by consumers on the initial stages of change and challenges faced by the
employees to adapt to the changed vision. Then the strengh more then weakness and the vision more
suitable to applay in the Saudi Aramco.
Organization Vision and Change Vision
A vision serves as a framework for comprehending the organization’s purpose and often has an
emotional appeal with which individuals can identify (Deszca et al., 2019). While organization vision and
change vision are essential for organizational success, they are two different concepts. Every effective
large-scale change in an organization has a change vision as part of it. Deszca et al. (2019) explain that
the approach to crafting a vision in organizational vision and change vision is the same but only becomes
different or particular change one has in mind. Change vision refers to an image of something or how it
will look after it transforms. This new image will allow an organization to take advantage, grab and
exploit opportunities resulting from the change. The organizational vision is the picture one has of how
an organization needs to appear out there on the basic dimensions to make it prosper.
Rashid Abdul and Sons Group is a large business enterprise operating in several different areas, including
food products, automotive products, contracting, real estate, finishing materials, bulk materials, and
cement and building materials. The company has huge investments in the stock markets, steel
industries, and banks. The management did not evaluate the suitable type of leadership applicable to
the current organization’s state. The old culture adopted from the previous administration highly
influences the existing organizational culture. Rashid Abdul and Sons Group underwent the change
process to change its management style.
The first step in the process involved identifying the need for change. The need for change refers to the
gap between a situation’s current and desired state (Deszca et al., 2019). The main driver of change in
the company is the constant nonattainment of production for the past three years since the expansion
of its automotive products segment and the continuous decline of cement prices. The company
produced less than it projected, resulting in high direct and indirect operating costs from the expansion.
The high running costs combined with low production create a need for changing its production
methods to survive the organization’s current state.
The organization then developed a change vision statement to guide the change process. Deszca et al.
(2019) explain that a good vision is challenging, stable, flexible, memorable, and inspiring. The company
named the project that facilitated the change process as understanding business accountabilities and
management for aggressiveness in work. This project (change process) entailed improving management
performance via a more systematic management control system, operational efficiency, and high
productivity in production.
The leadership then communicated the change vision to stakeholders before implementing it: all the
consultants, employee representatives, owners, and senior and junior managers. The stakeholders
shared and proposed actions they would execute to attain the vision. Engaging stakeholders prevent the
organization from having unrealistic expectations and ignoring their input since they are the ones who
will implement it (Khodyakov et al., 2018).
The organization implemented broad-based actions to unleash stakeholders’ full potential and eliminate
barriers. The management developed new policies to strengthen managers’ sense of responsibility for
their work. These policies included disciplinary actions against managers who neglect their jobs,
resulting in loss of production, and sanctions against underperforming managers. The policies ensured
that the organization held managers accountable for their actions resulting in low production.
The last step entailed developing short-term wins. The project task force identified particular tasks that
could generate improvement that one could observe after eight months. Such activities included
changing the operational technique of the mills to reduce power consumption and periods between
production cycles. These small quick wimps created a positive outlook for the change project.

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