The document analyzes the forces of change model for Seagram's case. Seagram's was suffering in the market due to various economic and social factors. To redefine its competitive advantage and earn profits, the company needed developmental, transitional, and transformational changes to its culture and work processes. The changes would be led by Bronfman and Seagram's executives and implemented through training programs for the top 1,200 managers. While there were benefits to gaining employee input, there was no clear plan to implement changes beyond the training program. Continuous feedback and extending training further in the company could help sustain the cultural shift.
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The document analyzes the forces of change model for Seagram's case. Seagram's was suffering in the market due to various economic and social factors. To redefine its competitive advantage and earn profits, the company needed developmental, transitional, and transformational changes to its culture and work processes. The changes would be led by Bronfman and Seagram's executives and implemented through training programs for the top 1,200 managers. While there were benefits to gaining employee input, there was no clear plan to implement changes beyond the training program. Continuous feedback and extending training further in the company could help sustain the cultural shift.
The document analyzes the forces of change model for Seagram's case. Seagram's was suffering in the market due to various economic and social factors. To redefine its competitive advantage and earn profits, the company needed developmental, transitional, and transformational changes to its culture and work processes. The changes would be led by Bronfman and Seagram's executives and implemented through training programs for the top 1,200 managers. While there were benefits to gaining employee input, there was no clear plan to implement changes beyond the training program. Continuous feedback and extending training further in the company could help sustain the cultural shift.
Copyright:
Attribution Non-Commercial (BY-NC)
Available Formats
Download as DOCX, PDF, TXT or read online from Scribd
The document analyzes the forces of change model for Seagram's case. Seagram's was suffering in the market due to various economic and social factors. To redefine its competitive advantage and earn profits, the company needed developmental, transitional, and transformational changes to its culture and work processes. The changes would be led by Bronfman and Seagram's executives and implemented through training programs for the top 1,200 managers. While there were benefits to gaining employee input, there was no clear plan to implement changes beyond the training program. Continuous feedback and extending training further in the company could help sustain the cultural shift.
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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.