Seagram's Case

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Dawn Worthy

Strategies of Change Management


Dr. Elizabeth Stillman
September 12, 2010

Seagram’s Case Analysis

Forces of Change Model


Model Questions Example
Is this Change? To be the best managed
 Provide wording that indicates change. beverage company.
Identify Forces of Change or not to Change. The company is
suffering in the market.
The new sobriety of the
1990's, increased taxes
on liquor, the early
1990's recession,
increased government
regulation, and social
criticism of spirits
marketing.
Why do we have to we have to change based on the To redefine the
situation at hand? company's competitive
advantage, to earn
profits, to earn new
business.
Identify the levels of change: Developmental - new
 Developmental work processes, new
 Transitional values, and new culture.
 Transformational Transitional - a shift from
 Anticipated the old culture to new
 Emergent beliefs, "Seagram's
 Opportunity Based values."
Transformational - the
 Unfreeze
company's "Seagram's
 Change
Values." The old culture
 Refreeze
typified by silos, risk
aversion, hierarchy and
limited communication.
Describe organization or involved parties. All corporate
 Culture stakeholders, liquor

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Forces of Change Model
consumers.
Who is leading the change? Bronfman and
 People Seagram's executives.
Who are the recipients of the change? The employees of the
 People company
What are the logistics involved? Implementation is to
 Methods begin with the business
 Pace, location, where, cost, obstacles through changing the
beliefs of the staff via
personalized
communication cascade,
a 360-degree feedback
process for executives,
and a training program
for equipping the top
1,200 managers. This is
all to occur through a
cascade of personal
communication
meetings. Focus groups
and training.
When is the force to take place? Immediate
 Timing and pace
Are there any benefits associated with the force of Yes, there can be an
change? opportunity for the
 Training executives to learn
something from the
bottom up thinking and
perhaps learn from the
bottom up what is
needed to successfully
and continually lead the
company with all of the
stakeholders' valuable
input brought to the table
for implementation.
Are there any consequences associated with this force The results from training
of change? were to be implemented;
 Results however, there was no
 Evaluation clear mechanism for
implementation and

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Forces of Change Model
follow-up. Participants
were left wondering,
what will be done with all
these good ideas?
What are the consequences if we do not accept this The company will
force of change? probably return back to
its old values.
What are the benefits of Continuous Change? Continuous feedback
from the stakeholders.
Extend training beyond
the 1,200 to the 14,000,
opportunities for alumni
gatherings and
communication support
to keep the spotlight on
values.

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