Flame Broiler is trying to implement a change in its operations that focuses on offering healthier foods to its client. The implementation process of this change can be done on three fronts; using the Heath & Heath's model of switch, ADKAR model and the congruence model.
Heath & Heath’s Switch Model
The model of the elephant and the rider can be applied to the operations of Flame Broiler (Heath and Heath, 23).
Directing the rider involves setting up corporate strategies to change the company’s image towards a healthier outlook.
Motivating the elephant
In the case of the company, the elephant represents the customers. In this strategy, the aim will be to motivate clients to view Flame Broiler as the best option for healthy eating. The store managers need first to educate the workers on the importance of serving healthy meals to its clientele. The crew will work together to promote the healthy meals offered in the stores. Motivation is essential to implementing this model of change.
Shaping the path
Customers can be motivated by introducing loyalty cards and creating a sense of identity in them. If more clients identify themselves as healthy eaters, they will patron the business more often. Motivation to workers will include bonuses for employees of the month.
ADKAR model
The ADKAR model’s strategy for implementing change involves effective communication of policies from the management to employees (Hiatt, 102).
The operations of the company needs be monitored to identify the hindrances to the full adoption of healthy fast food. Factors such as clients’ preferences will be taken into account.
Desire
The importance of implementing changes should be communicated to all store managers and employees. There needs to be a cohesive team effort to completely implement new ideas.
Knowledge
The staff is to be trained thoroughly on how to cook healthy foods to ensure that high standards are kept. Training is done to ensure that customers get to know the importance of their patronage and the health benefits they get each time they eat at the establishments.
Action
Green menus with more varied choices should be used across all stores. New menu boards and posters promote the new corporate image to clients directly giving the first hand feel of the new healthy element in the restaurants.
Reinforcement
Continuous monitoring the purchase patterns of customers to track the popularity of the restaurant's healthy meals options. A positive rise in the number of health conscious eaters will encourage further investment in the project. A negative descent will require the team to review the strategy and patch up on the faults.
Congruence Model
Flame Broiler can be broken down as a business model and analyzed regarding its input, strategy and output. All the factors that affect the operations of the company are deemed as an input (Wyman, 8). Clients are the main input; they demand high quality, healthy and inexpensive food. Resources include the capable staff, and the history of the company ensures customer loyalty. The needs of the clients are the primary focus of the business, and this will be key in implementing strategic changes. The strategy includes creating a competitive advantage by providing the unique service of focusing solely on fast, healthy foods for the customer on the go. Profits will be secured by gaining a major market share of the health-conscious eaters through rigorous promotion campaigns. The output is the initiation of a monthly in-house training program to ensure compliance and improve on any flaws to the system
Challenges
There are no perceived learning challenges that may hinder the implementation of any of the policies mentioned in this paper. Educating the mass public through campaign ads on the importance of healthy eating might, however, not have a big impact on the general perception of fast food establishments (Food Service, 12). An aggressive promotion strategy is, therefore, necessary.
Works Cited
Food Service. Auckland: 3Media Group, 2007. Print.
Heath, Chip and Dan Heath. Switch:How to Change Things When Change is Hard. NY: Crown Publishing Group, 2010.
Hiatt, Jeff. AKDAR: A Model for Change in Business,Governmetn and our Community. Chicago: Prosci, 2006.
Laska, Melissa N., Kelley E. Borradaile, June Tester, Gary D. Foster, and Joel Gittelsohn. "Healthy food availability in small urban food stores: a comparison of four US cities." Public Health Nutr 13.07 (2009): 1031-1035. Print.
Wyman, Oliver. "The Congruence Model." A Roadmap for Understanding Organizational Performance Delta Organization & Leadership a Dmap F or Un D O R G Anization & The Congruence Model (N.d): 1-16. Print.
