Reference no: EM133052590

Mia works for a small technology company. The company lags behind in performance and popularity in the markets in which it operates. It assigns Mia and her team the task of exploring what can be done to bring about a change in it, thus enabling the organisation to perform better in the markets. After extensive research for 2 months, Mia and her team arrive at four potential change projects that the company can undertake. These change projects are presented in the sheet provided below. 

Implementation cost (in INR)	Expected Revenue (in INR)	Expected goodwill (in INR)	Total costs (in INR) = (Employee reskilling and management cost + Tech upgrade cost + Implementation cost)	Total financial benefits (in INR) = (Expected Revenue + Expected goodwill) - Total costs
100,000	900,000	50,000	150,000	800,000
500,000	2,000,000	10,000	570,000	1,440,000
150,000	400,000	150,000	170,000	380,000
20,000	200,000	50,000	225,000	25,000

Assume the following for all the potential change project options:

• The four change projects involve the same amount of risk, and the stakeholders would agree with any of them being implemented.
• Any project that incurs more than 2 lakh in terms of  total costs is considered a highly complex project by the company.
• Any project that brings in more than 5 lakh in terms of total financial benefits is considered a high-impact project.  

Under which type of change management initiative would you categorise Project 1?

a). Transformational change, since the net impact is high and the overall complexity is low

b). Quick win, since the net impact is high and the overall complexity is low

c). Quick win, since the net impact is low and the overall complexity is high

d). Transformational change, since the net impact is low and the overall complexity is high