M&S did not overtly follow any particular change management model(s). Therefore, it is
helpful to examine the change initiatives that the company put in place using Balogun and
Hailey (2004) *ƒ²*ƒ”€š?change kaleidoscope, which outlines three aspects through which
the change process can be viewed and assessed (see Figure 1). This diagnostic framework
includes the organisational strategic change context, change contextual features and design
choices.
Effectiveness of the Change Programme and Agent(s)
The change programme and the leaders of the change have been extremely effective in
terms of bringing M&S back towards its former glory. As Paul Myers reports in the most
recent annual report (2006):
“In the last two years, the Group has undergone a period of significant and necessary
change under Stuart Rose able and inspiring leadership. From day one, it was clear he
knew the issues that needed to be addressed. He drew up a plan, assembled the team to
implement the plan, and then got on with it, in a tireless and focused manner. The
improvements seen in 2005/06, a direct result of this approach, have been reflected in our
share price and a two-thirds increase in earnings per share to 31.4p per share (last year
19.2p), a record level for the Group. On the strength of this, we are proposing a final
dividend of 9.2p per share (last year 7.5p), providing a total dividend for the year of 14.0p
(last year 12.1p), an increase of 15.7%. With dividend cover now restored to over two
