Organisational change refers to the process of change of the culture, structure, organisational procedures and strategies that it uses in conducting its businesses. I have been involved in an organizational change process whereby I was a change agent. I was involved in the change geared towards removing major sections of the organization while driving different ones to ensure its success (Hayes, 2014). I was also involved in motivating other stakeholders so that they are focused on the action plans that I had put forward to enable the change process to become efficient. I was also among the people who were supposed to conduct coaching on my other colleagues through giving clarifications on the issues that needed interventions to ensure that other players are conversant in the change process.
As an implementer of change, I was expected to be on the front line in the process of monitoring the way the process was taken up by both the clients and other workers. The work, a change implementer, is evaluating the expected change. I was focused on assessing the achievements of the change process that pinned under the action plan set. Evaluation of the goals achieved by the change process is based on the drawing down of the balanced scorecard shows how the desired goals for change have been achieved (Cummings & Worley, 2014).
The organization was able to increase its revenues due to the changes that I implemented. A positive change is expected to make an organisation better than it was and I felt the efforts that I made were not in vain. I realized that the roles of a change agent are better than the functions of an implementer.
Cummings, T. G., & Worley, C. G. (2014). Organization development and change. Cengage Learning.
Hayes, J. (2014). The theory