Background of the Organisation Organisational change comes about because of a company’s need to stay relevant and competitive in its respective industry. Change occurs when an organisation realises that its structures, principles and strategies are no longer as efficient as they should be. Following, is a case study of an organisation going through the process of change to ensure its survival. Suppose ABC Ltd is an organisation in the telecommunication industry. It operates in Asia, specifically India. This industry has two key players only: ABC Ltd and XYZ Ltd. ABC Ltd was the first to venture into the industry in the early 90’s. At this time, mobile phones were uncommon in this area and remained a preserve of the rich and the upper middle-income earners. In light of this, the company formulated its strategies in a way that targeted the high-end market only. Its target customers, therefore, ranged from upper middle-income earners to high-income earners. While still a monopoly, this strategy continued to work efficiently with the company reporting growth in profits and experiencing a period of stability. In the late 90’s, XYZ Ltd decided to try its luck in the market. This is in light of the high returns and the vast opportunities that the industry offered. It, however, adopted a different strategy. XYZ Ltd recognised the fact that a large percentage of the population consisted of low-income earners. Its aim was, therefore, to capitalise on its competitors weaknesses. It set out to ensure that even the very poor people enjoy calling services. It tailored its products to suit everyone irrespective of their incomes. However, this strategy was short-term. Once the company had attained the desired market segment and achieved customer loyalty, it would raise its prices by a small margin (Millmore, 2007). Consequently, ABC’s profits started falling and after a while, it started reporting losses. Its market share was also on the decline. Its management quickly recognised the need for change. It had to look for new ways to overturn the losses and win back its customers’ loyalty. In short, the problem was that of making losses and reduced customer loyalty. The strategy was to charge lower price compared to the competitor for its services. This would win back its customers and consequently lead to profits. This change would require a large financial outlay (Heuser, 2010). The Change Process Assuming ABC Ltd’s management decide to draw from Greiner’s six-phase change process, its change process would be as follows. Greiner identified the first stage as pressure and arousal. This meant that for the change process to begin, top management needed to be subjected to either internal or external pressure to change (Armstrong and Kotler, 2011). In our case, the company’s management was facing external pressure from XYZ Ltd as their competitor. The internal pressure came from the fact that they faced the task of explaining to the owners why the company was making losses. The second stage was intervention and re-orientation. This stage required management to work with an expert. The expert could be an outsider or a person working for the company. The catch was that, this expert had