During all this, GVF had been seeking to catch up with its competitors in a number of ways. This had included increasing the number of own-brand products it offered, along with the development of a new central distribution system that experts agreed was one of the best in the country. However, there were delays in distribution of supplies to some stores during the run up to the country's most important festive period. This resulted in a considerable loss for the company and three of the directors considered responsible for the problems were sacked. These problems, together with an accompanying decline in profits, resulted in a fall in GVF's share price. Investors were concerned that GVF had paid too much for its 60 southern stores and that a rights issue would be needed to reduce the company's debt burden. GVF has recently appointed a new CEO, and she has spent her first few weeks reviewing the company and its problems. She has found that the company has too many layers of management, narrow functional attitudes and a controlling, bureaucratic head office culture. She feels that the business is no longer effective or responding to customer needs. Your task: A. Summarise the measures required to turn the company around B. Describe: i. the most likely sources of resistance to change ii. Lewin's force field analysis model and explain how it might be used to implement change in GVF