Furthermore, there are several transformation strategies that Wolseley can adopt. The kind of approach is related with organization type and culture. The first transformation strategy is data driven. These strategies market development on logic based reasoning as a measure to bring over a social system change. Either internal or external, experts are contracted for analysing the system with the aim to make it highly efficient in nature (Lynch, 2012). Other strategies are participative and based on compliance. Participative change takes the assumption that change will happen if influenced individuals and units modify their thought process from old patterns of behaviour in favour of newer business practices. Typically, participative change is inclusive not only rationale change to act but also change regarding behaviour, skills, values and organizational precepts (Morschett et al 2015). For this to gain success change strategy should be dependent on all impacted units of Wolseley and participation from individuals should be demanded within the change by educating them consistently on why the change is taking place (Lynch 2012). The range of success has its dependency over the range till which units in an organization, influenced users and stakeholders have taken part in the transition plan for participative change.
In addition, a grave role will be played by leadership and stakeholders at Wolseley UK. The organization needs to ensure that it has cognizance with difference among executive sponsors, leaders of change as well as stakeholders (Lynch, 2012).
Change leaders will have to assign management and prescribed change implementation. The leaders further should be empowered to develop change related decisions.
Stakeholders on the other hand are internal as well as external entities that might be influenced directly or indirectly through such change. Dependence of business unit over technological application to meet essential requirements of mission is one such example where stakeholders can directly influence.