Archie Norman S Leadership Analysis
Archie Norman’s Five Principles of Leadership
Norman joined the organization with a very strong intent of completely overhauling its current operation. Norman had no previous grocery business experience, which is why called McKinsey consulting organization to help him formulate a new strategy. Norman created a new top management team that would assist with his new vision, and kept all middle managers in the organization. Heifetz and Laurie’s article shares the same the idea that an organization should tackle the challenges that will make a company adaptive, instead of going to the opposite direction to avoid it. Norman quickly identifies the adaptive challenge needed to overcome the soon to be bankrupt grocery chain. To make his plan effective as possible, Norman assembled a new team to lead the different sections of the organization. It was easier to change the decision makers of the organization, then face the challenges that come with accommodation to change, as mentioned in Heifetz and Laurie’s article.
Norman’s goals were based on adapting to a competitive market, instead of attempting to expand into a niche market that was different from its core purpose. Norman visited stores to gain ideas from the employees at the ground level, instead of relying on the opinions expressed by middle or senior management who contributed to the companies prior failures. This allowed him to understand what the shortfalls were, he was able to empower his employees to oust the competition, just as was seen with SAS. Norman and his executive team lived in a hotel for 6 months, which was his attempt to regulate distress. Norman held team discussions every night about the dysfunction of the organization, and the new vision to make Asda better. Norman had to convince his employees that the change was necessary, which he called the “dark moment.” “A key leadership task is to keep people’s attention and responsibility focused on the tough questions through a sustained period
Norman joined the organization with a very strong intent of completely overhauling its current operation. Norman had no previous grocery business experience, which is why called McKinsey consulting organization to help him formulate a new strategy. Norman created a new top management team that would assist with his new vision, and kept all middle managers in the organization. Heifetz and Laurie’s article shares the same the idea that an organization should tackle the challenges that will make a company adaptive, instead of going to the opposite direction to avoid it. Norman quickly identifies the adaptive challenge needed to overcome the soon to be bankrupt grocery chain. To make his plan effective as possible, Norman assembled a new team to lead the different sections of the organization. It was easier to change the decision makers of the organization, then face the challenges that come with accommodation to change, as mentioned in Heifetz and Laurie’s article.
Norman’s goals were based on adapting to a competitive market, instead of attempting to expand into a niche market that was different from its core purpose. Norman visited stores to gain ideas from the employees at the ground level, instead of relying on the opinions expressed by middle or senior management who contributed to the companies prior failures. This allowed him to understand what the shortfalls were, he was able to empower his employees to oust the competition, just as was seen with SAS. Norman and his executive team lived in a hotel for 6 months, which was his attempt to regulate distress. Norman held team discussions every night about the dysfunction of the organization, and the new vision to make Asda better. Norman had to convince his employees that the change was necessary, which he called the “dark moment.” “A key leadership task is to keep people’s attention and responsibility focused on the tough questions through a sustained period