An organization is merging two existing departments. Which technique should a business analyst use to take a holistic approach to the internal organizational impacts of this change?

When an organization is merging two existing departments, it is crucial to understand the internal dynamics and impacts of such a significant change. The POPIT model, which stands for People, Organization, Processes, Information, and Technology, is particularly suited for this scenario as it provides a comprehensive framework to evaluate the various internal elements that will be affected by the merger.

Using the POPIT model allows a business analyst to analyze the interactions between different components. By focusing on People, the analyst can assess how personnel from both departments will collaborate and communicate after the merger. The Organization aspect helps evaluate the structural changes that the merger may necessitate. Assessing Processes reveals potential overlaps and efficiencies gained or lost, while the Information and Technology dimensions address the systems and data management that will need to be integrated or modified.

This holistic examination is vital to ensure that all organizational aspects are considered, which can lead to smoother transitions, better team integration, and improved overall performance in the newly merged department.

The other approaches, while useful in different contexts, do not provide the same depth regarding internal organizational impacts. MOST, for example, focuses on defining and aligning a company’s Mission, Objectives, Strategies, and Tactics but does not specifically examine the internal mechanisms and relationships in the same way