Overview of assessment tasks
Each task in this assessment brief has been developed to enable you to evidence achievement of the learning outcomes and assessment criteria for CMI 705: Leading Strategic Change. Each of the assessment criteria must gain a pass outcome for you to successfully achieve the unit.
Preparation for the assessment
Before you begin the assessment brief please read the CMI 705 unit specifications thoroughly as only the content related to the achievement of the assessment criteria will be assessed.
Research the topics being assessed. Suggested reading/web resources are provided on the CMI 705 unit specification. Your tutor may signpost you to relevant resources. Additionally, you may access excellent online resources at ManagementDirect https://members.md.cmi.org.uk/.
If you are enrolled on the Trailblazer Apprenticeship programme you are encouraged to review the Senior Leader Master’s Degree Apprenticeship standard.
The assessment brief contains a series of tasks which are clearly referenced to the relevant assessment criteria and indicative content.
Refer to the Assessment Guidance Table at the end of the assessment brief which outlines the requirements for a Pass or Refer.
Evidence must be provided in the evidence booklet. Additional work-based evidence such as plans or documentation (which has been referred to within the main text) should be included at the end of the booklet marked ‘Work Based Evidence’. Appendices are not a requirement of this assessment brief. If appendices are included these will not be marked or moderated by the CMI.
Work based evidence must be accompanied by a supporting statement in the learner evidence box, to explain the link to the assessment criteria. Work based evidence (where required by the task) must not exceed SIX (6) pages. Files embedded in the booklet must not exceed 10MB.
The evidence booklet must be completed in a professional manner (e.g. applying business conventions for writing formal reports) and by using Microsoft Word, Rich Text Format or another compatible software programme.
An appropriate referencing system (such as Harvard Referencing) must be used to ensure the original source(s) of quotations or models can be verified.
Finally, you must sign the Learner Authenticity statement (an electronic signature is accepted).
Completing the assessment brief
Learner support
For information regarding policies and procedures for assessment (e.g. special assessment arrangements, learner support, appeals, complaints, certification, confidentiality, plagiarism) you should contact your tutor or Centre manager and refer to the CMI Level 7 in Strategic Management and Leadership Practice.
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INTRODUCING ASSESSMENT BRIEF CMI 705
For organisations to remain competitive, reactive to the needs and expectations of stakeholders and respond effectively to changing national and international markets, leaders must be able to navigate the organisations they lead effectively through strategic change.
Assessment brief CMI 705 has been designed to enable leaders to evidence their understanding of the scope, context and complexity of leading strategic change. They will evidence their understanding of the application of analytical techniques and creative problem-solving for change, and apply theories and models for leading change. The unit culminates in the requirement for leaders to develop a proposal to lead a strategic change.
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ASSESSMENT TASKS AND WORD COUNT
Assessment brief CMI 705 features the following assessment tasks. Further detail is provided against each assessment task within the brief.
Assessment Task
Learning outcomes covered by assessment method
Assessment criteria
Guideline word count
1
Written report entitled:
‘The scope and context of strategic change.’
LO1 Understand the scope and context of strategic change
1.1 Discuss the scope, context and drivers for organisational change
Approx. 2500 words
1.2 Critically appraise the complexities of leading strategic change
1.3 Critically evaluate theories and models for leading and managing strategic change
2
Proposal entitled:
‘Leading strategic change.’
LO2 Know how to propose a strategy for leading strategic change
2.1 Develop a proposal for leading strategic change
Approx. 2000 words
2.2 Reflect on how approaches to leadership can be applied to deliver the strategy for change
Guideline word count
The written word, however generated and recorded, is still expected to form the majority of assessable work produced by Learners at Level 7. The amount and volume of work for this unit should be broadly comparable to a word count of 4000 – 4500 words within a margin of +/-10%. The excessive use of word count is not grounds for referral, however the CMI reserve the right to return work to the Centre for editing and resubmission by the Learner.
The following are excluded from inclusion in word count, if used and not required by the assessment brief an introduction to a job role, organisation or department, index or contents pages, headings and sub headings, diagrams, charts and graphs, reference list or bibliography, reflective statement drawn from undertaking the assessment and how this has impacted on the learner’s work.
Please see the CMI Assessment Guidance Policy for further guidance
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THE SCOPE AND CONTEXT OF STRATEGIC CHANGE
Strategic change is essential if an organisation is to remain competitive, react to the needs and expectations of stakeholders and respond to changing national and international markets.
The aim of Task 1 is to enable leaders to evidence their understanding of the scope, context and drivers for organisational change. They will appraise the complexity of leading strategic change and how the application of theories and models can guide their approach to its management.
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TASK 1
You are required to write a report entitled:
‘The scope and context of strategic change.’
The report must include well-chosen examples and reference to theory. It must be presented in THREE (3) sections:
i. The scope, context and drivers for organisational change
You are required to discuss the scope, context and drivers for organisational change (AC1.1)
ii. The complexities of leading strategic change
You are required to critically appraise a minimum of THREE (3) complexities of leading strategic change (AC1.2)
iii. Theories and models for leading and managing strategic change
You are required to critically evaluate a minimum of THREE (3) theories and models for leading and managing strategic change (AC1.3)
Guidance for completion of Task 1
The report must include well-chosen examples of change within an organisational context.
The report should include subheadings. You may choose to include tables and diagrams (as appropriate) to support your report.
The report must be underpinned with relevant theoretical concepts.
Please refer to the indicative content for each of the assessment criteria (AC) outlined in the unit specification.
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THE PROPOSING A STARTEGY FOR LEADING STRATEGIC CHANGE
Leaders must be able to navigate an organisation through strategic change.
The aim of Task 2 is for leaders to propose a strategy for leading strategic change. They will reflect on how approaches to leadership can be applied to successfully deliver the strategy.
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TASK 2
For a strategic change of your own choosing, you are required to develop a proposal entitled:
‘Leading strategic change.’
The proposal must be presented in TWO (2) sections:
i. Proposal for leading strategic change (AC2.1)
You are required to develop a proposal for leading strategic change which will include:
An outline of the proposed strategic change
Aims and objectives of strategic change
Alignment of strategic change to the strategic goals of the organisation
Tools and techniques to deliver strategic change
Potential impact and consequences of strategic change
Communication strategy to support and disseminate strategic change
ii. Leadership approaches to deliver the strategic change (AC2.2)
You are required to reflect on how approaches to leadership can be applied to deliver the strategy for change.
Guidance for completion of Task 2
The proposal must be based on a strategic change or a scenario of strategic change within an organisation you know well or have researched.
The proposal must be underpinned with relevant theoretical concepts.
The proposal may be presented in a format of your choice.
The proposal must include well-chosen examples from your own professional practice.
The proposal should include subheadings. You may choose to include tables and diagrams (as appropriate) to support your proposal.
Refer to the indicative content for each of the assessment criteria (AC) outlined in the unit specification.
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ASSESSMENT GUIDANCE
Refer
Pass
The submission is incomplete
Tasks are incomplete
Not all assessment criteria have been met
No examples are used or the examples given do not match the requirements of the assessment criteria
Evidence is
Unclear
Technically incorrect or inaccurate
Biased
Unprofessional language
Poorly structured and presented
Ideas are under-developed
Lacks sufficient detail to show understanding of the topic
The application of different perspectives, approaches or schools of thought is unclear or inappropriate
Little or no evaluation of evidence has taken place
The ability to make judgments and solve complex problems has not been evidenced
Evidence is not directly attributable to the learner
External sources of information are not acknowledged
Work based evidence or artefacts (e.g. planning documents or presentation slides) do not meet the requirements of the assessment criteria and are not current (within 5 years)
All tasks have been completed
All assessment criteria have been met
Examples given are well chosen and match the requirements of the assessment criteria
Evidence is
Well written and presented
Contains a breadth of examples
Accurate
Current (e.g. use of up to date legislation)
Authentic
Inclusive
Coherent
Credible
Technically correct
Evidence shows understanding and application of different perspectives, approaches or schools of thought and the reasoning behind them.
Evidence shows the learners ability to evaluate evidence and solve problems to achieve set outcomes.
Evidence used from external sources has been correctly referenced
Evidence is directly attributable to the learner
Work based evidence or artefacts (e.g. planning documents or presentation slides) match the requirements of the assessment criteria and are current (within 5 years)
Example Answer
1.1 Discuss the scope, context and drivers for organisational change
The Scope and Context of Strategic Change
Introduction
Strategic change is essential for organisations to survive and thrive in an increasingly competitive and dynamic environment. This report explores the scope, context, and drivers of organisational change, the complexities involved in leading such change, and the theories and models that guide leaders through the process.
i. The Scope, Context, and Drivers for Organisational Change
Scope of Organisational Change
The scope of organisational change encompasses the breadth and depth of change initiatives within an organisation. It can vary from incremental changes that tweak existing processes to transformational changes that overhaul the entire organisation.
Incremental Change: Often seen as continuous improvement, incremental change focuses on refining and optimising existing processes, products, or services. This type of change is typically low-risk and can be managed within the existing organisational structure.
Transformational Change: Transformational change is radical and involves a fundamental shift in the organisation’s strategy, culture, structure, or processes. It often occurs in response to significant external pressures or internal crises, requiring a complete rethinking of how the organisation operates.
Developmental Change: This type of change aims to enhance or correct existing aspects of the organisation, such as skills development, process improvement, or capacity building. It is usually driven by the need to remain competitive or to address specific weaknesses within the organisation.
Context of Organisational Change
The context in which organisational change occurs is critical, as it influences the strategy and approach to change. The context can be understood in terms of internal and external environments.
Internal Context: This includes the organisation’s culture, leadership, structure, and existing capabilities. For instance, a hierarchical organisational structure may resist change, while a more agile and flexible structure might facilitate it. Leadership style, such as transformational or transactional, also plays a crucial role in shaping the approach to change.
External Context: The external environment consists of factors such as market dynamics, technological advancements, regulatory changes, and socio-economic conditions. For example, the rapid pace of technological innovation can drive organisations to adopt digital transformation strategies to stay relevant. Similarly, changes in consumer behaviour or economic downturns may necessitate strategic shifts.
Drivers of Organisational Change
Drivers are the underlying forces that compel an organisation to change. These can be external or internal, and they often determine the urgency and scope of the change.
Technological Advancements: Rapid technological innovation is a primary driver of change, compelling organisations to adopt new technologies to enhance efficiency, improve customer experience, or create new business models. For example, the rise of artificial intelligence and automation has driven many organisations to rethink their workforce strategies and operational processes.
Market Dynamics: Changes in market conditions, such as increased competition, shifts in consumer preferences, or the emergence of new markets, can drive organisations to adapt their strategies. For instance, the globalisation of markets has pushed companies to expand their operations internationally, leading to significant organisational changes.
Regulatory and Legal Pressures: Regulatory changes, such as new laws or industry standards, can force organisations to alter their operations to comply with legal requirements. For example, the introduction of data protection regulations like GDPR has required many organisations to overhaul their data management practices.
Economic Factors: Economic conditions, such as recessions or inflation, can drive organisations to cut costs, restructure, or pursue new revenue streams. For example, during economic downturns, companies might engage in strategic downsizing or mergers and acquisitions to maintain profitability.
Social and Cultural Shifts: Changes in societal values or cultural trends can also drive organisational change. For instance, the growing emphasis on sustainability and corporate social responsibility has led many companies to adopt more ethical and environmentally friendly practices.