Case Study – Change Management In a recent leadership team meeting, George Kasey, the CEO of Kasey Food, a Canadian chai

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Case Study – Change ManagementIn a recent leadership team meeting, George Kasey, the CEO of Kasey Food, a Canadianchain of meat production, raised concerns that business is slow due to the lack of focuson innovation.While Kasey Food had been very successful in marketing their products in the past, it iscurrently seeing a decline in sales. George K. had previously challenged his leadershipteam to come up with innovative ideas to drive continued success, but results have notyet improved. The chain suffers especially because of the unexpected rise in demand forvegan food. Therefore George K. started looking for a potential business partner toexpedite the company's involvement in vegan products.In addition to the possibility of acquiring knowledge and skills around vegan nutrition,Kasey Food is evaluating a merger with an innovative company that is based in SouthernAmerica. This would also provide an opportunity to (at least partially) transferproduction to save on costs and to secure access to the continent's market afterPandemic. Concerning this possible merger, the business development manager hasalready started looking into potential legal issues.As a next step, the business development manager worked on an analysis to identifywhere the company currently stands and what it wants to achieve in a new combinedpost-merger organization. Based on the findings, a decision was made to limit potentialmerger partners to companies that have similar target customers, i.e. a focus on retailersand restaurants, to build a sustainable combined business model.However, the company cultures of potential partners investigated could not be moredifferent. Kasey Food’s employees benefit from long-term employment, working in ahighly process-driven and structured environment. In contrast, the staff of companiesthat are rising stars in the vegan food space are usually very young teams, living in acompany culture that is driven by flat hierarchies, pragmatism, and fast pace.While George K. is close to deciding regarding the merger, managers are reporting thatmorale amongst workers is declining. Employees are sensing upcoming changes buthave not been informed officially. Therefore, many rumors exist, and a general anxiety isbuilding up. George K. has now requested his Chief Operating Officer to develop acommunication plan within the next seven days.Answer these questions based on the case study1. Identify the challenges faced by Kasey Food and prepare a diagnosis. You shouldchoose the best tools and factors for change diagnosis and make explicit reference tothem in your answer.2. Define the firm's vision for change based on the results of Q1. In addition, identifythe drivers and constraints the firm must consider when implementing a changemanagement plan.3. Please suggest different change strategies this company should adopt for a successfultransformation. Explain your suggestion using theory and examples.4. Create a draft of a communication plan for Kasey food’s CEO and describe whichaudiences must be addressed with which message at what stage.5. Propose a cross-functional task force and describe the member’s roles andresponsibilities.a. Which change manager profile, according to the 6 images model of changemanagement, would be your most effective partner in leading the operationalteams through this change? Justify your choice.