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    Alice in Wonderland?: A Different Approach To Organizational Change

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    m_wisaksono
    Emma took over as managing director of LVV in 1995. She focused on building trust between management and employees by aligning the vision, encouraging transparency, and acting as a role model. Emma improved strategy by focusing on customer service and training employees. As a result, LVV became profitable and innovative with a 41% market share by 1999. However, a new challenge emerged as LVV's parent company was acquired by a large German postal company. Emma would have a new autocratic German boss and need to prepare LVV's culture and independence for integration.

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    Alice in Wonderland?: A Different Approach To Organizational Change

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    m_wisaksono
    848 views10 pages
    Emma took over as managing director of LVV in 1995. She focused on building trust between management and employees by aligning the vision, encouraging transparency, and acting as a role model. Emma improved strategy by focusing on customer service and training employees. As a result, LVV became profitable and innovative with a 41% market share by 1999. However, a new challenge emerged as LVV's parent company was acquired by a large German postal company. Emma would have a new autocratic German boss and need to prepare LVV's culture and independence for integration.

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    Alice in Wonderland

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    Emma took over as managing director of LVV in 1995. She focused on building trust between management and employees by aligning the vision, encouraging transparency, and acting as a role model. Emma improved strategy by focusing on customer service and training employees. As a result, LVV became profitable and innovative with a 41% market share by 1999. However, a new challenge emerged as LVV's parent company was acquired by a large German postal company. Emma would have a new autocratic German boss and need to prepare LVV's culture and independence for integration.

    Copyright:

    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    848 views10 pages

    Alice in Wonderland?: A Different Approach To Organizational Change

    Uploaded by

    m_wisaksono
    Emma took over as managing director of LVV in 1995. She focused on building trust between management and employees by aligning the vision, encouraging transparency, and acting as a role model. Emma improved strategy by focusing on customer service and training employees. As a result, LVV became profitable and innovative with a 41% market share by 1999. However, a new challenge emerged as LVV's parent company was acquired by a large German postal company. Emma would have a new autocratic German boss and need to prepare LVV's culture and independence for integration.

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    Attribution Non-Commercial (BY-NC)
    Download as PPT, PDF, TXT or read online from Scribd
    Download as ppt, pdf, or txt
    of 10
    At a glance
    Powered by AI
    The key takeaways are that LVV was a transportation company that struggled financially until Emma Van Nijmegen was hired and focused on building trust among employees and improving customer service. She reshaped the culture and management team, and was able to turn the company profitable.

    LVV was founded in 1796 in Antwerp, Belgium and was involved in transportation of goods via rail. It went through several acquisitions and leadership changes, struggling financially until the mid-1990s.

    Emma focused on viewing employees as people rather than assets. She reshaped the management team to be aligned in vision, built trust among employees through transparency and straight-forward communication. She also improved strategies around customer service and pricing.

    Alice in Wonderland?

    A Different Approach to Organizational Change


    Content

    1. Company’s Background
    2. Emma’s Background
    3. Managing People and Strategy
    4. Improvements Made
    5. Another Challenge?
    Companies Background

    Founded 1796 by Luijk and Van Vaest in Antwerp, Belgium

    Main Business : Engaged in transportation of goods, parcels and


    people, shipped by rail to central depots

    Business Progress :
    - Acquired by Dutch National Airways in 1928 and Further acquired by
    Royal Neerlandia (engaged in container shipping services) in 1986 for
    the purpose of providing one stop transport services to its clients.
    1986
    - Appointed Peter van Dijk as Managing Director in 1986 and improving
    the financial condition, but later transferred to Transuni, another
    Neerlandia subsidiary;
    1997
    - Later merged with Norsun Container Shipping, as a result of loss from
    over capacity of sea container shipping, to improve operational efficiency
    Companies Background

    Business Progress Cont’d


    1991-1995
    - Replaced by Neerlandia HR director - no hands on involvement, bad
    teamwork with other management members, made questionable
    strategic decisions and finally got fired in 1995
    - Positive revenue working on by previous director is faded within 6
    month in this era
    - Neerlandia experience a net loss during this period
    Dec 1995
    - The board started to look someone with people skill and that person
    is Emma Van Nijmegen
    Emma’s Background

    Family Background
    • Born in 1959 in the Netherlands
    Not the real person
    Intended only for illustration • Father is a technical engineer and mother is a social worker
    • At age 18, Emma went to Seattle for an exchange program and worked
    at a shipyard
    • Signed up for the Maritime Technology studies at the TU Delft.
    • During her study, also had her own engineering company
    • Stay for one year to work for the Indonesian government halfway of her
    studies
    • Professional Background
    • First heard about Neerlandia during the company’s Spice Race, a sailing
    adventure
    • Apply for Management Trainee and only interested if she could go abroad
    • Started as MT in 1986, moved up as Trade Manager Neerlandia Lines in
    Hong Kong in 1989, Commercial Manager in Singapore in 1990, and GM
    in Rotterdam from 1992 to 1995.
    Emma’s Background

    Profile
    - Listener type of person
    Strength
    - Low profile & easy going
    - A person who love new challenge and adventure
    - Insightful woman
    - Straight forward
    - Integrity
    - Great Commitment to the job
    - Strong in logical thinking (as an engineer)
    - Sensitive and strong in intuition
    Weakness
    - Impatient
    - Opinionated
    Not the real person
    - Conflict avoidance Intended only for illustration
    Managing People and Strategy
    Emma’s concept in focusing on people
    “People are not asset. People are people and they are especially important in a business
    like ours. They are the most important part of business”
    Emma’s started a program to build trust and bring the people of LVV together.
    – Align LVV Managerial personnel who shares the same vision
    with LVV team vision
    • Change several managerial personnel who are not share the same vision
    • This management team reshape is intended to build trust within the
    management team
    • Trust is an foundation for LVV management to work as a team
    Culture changes must be start from top management and gain
    commitment from top management for the changes process in LVV
    – Building trust between LVV people
    • Emma’s encourage LVV people to be straight forward and share his
    feeling (Feeling are fact’s)
    • Emma’s give and example and become a role model of being a straight
    forward person
    By building straight forward culture will help to create transparency, build
    trustworthiness between employee, bring up any existing issue and solve
    the problem on the spot
    Managing People and Strategy
    – Training on self assessment
    • Organized a seminar in behavioral issue to start a self awareness process
    by their own account
    • Started a change process in LVV by inviting consultant to facilitate the
    difficult meeting lying ahead
    To support re-shaping organization culture into trustable environment
    – Improve LVV strategy
    • Created a new service slogan “LVV: A pleasure to do business with”
    • Break the tradition and increase LVV service price.
    • Improved LVV service quality level by training and re-educating sales and
    marketing people
    • Focus in appropriate customer segment
    Price increase supported with improvement in quality level make
    LVV to be a price maker no longer a price taker in the market.
    – Finding the balance
    • Prioritize company objective and goal
    • Develop a flat organization “People should be able to challenge their boss”
    Build an open communication culture between subordinate and boss
    Improvement Made
    Improvement in Business
    • Turnover LVV to a profitable companies
    • Develop new image of LVV into a service business with customer in mind
    “LVV: A pleasure to do business with”
    • LVV became creative and innovative company, with Internet package
    tracking and tracing service.
    • Have 41% or market share in 1999.

    Improvement in Organization Culture


    • Change LVV culture into a trustworthy environment between management
    and also employee
    • Trusted and respected by LVV employees
    • Reorganized LVV to become a very flat organization.
    • Introduced informal upward review and feedback sessions
    Future Challenges
    German Postal Giant want to buy Neerlandia road
    transport Operation
    • Emma will have a new boss with German nationality
    • Emma’s German is not very good
    • Emma will become a member of an executive group of the International
    Division of Post AG and Emma will run another additional Post AG
    business
    • Tendency that some German leaders have a reputation for being autocratic

    Proposed Solution
    1. Prepare internal LVV managerial to be independent
    2. Develop an internal system for LVV to strengthen current culture to be a
    core value of LVV
    3. Being positive with the changes with a possibility to integrate broad network
    of PAG with LVV strong position in Benelux
    4. Taken a Merger with Post AG as new challenge to move up for the next
    career ladder

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