Case Study Simmons
Simmons Case Study
Susan K. Ficken
Grand Canyon University: LDR - 615
08/26/2014
Simmons Case Study This paper looks at the Great Game of Life (GGOL) program and the overall impact it had on Simmons. The Great Game of Life (GGOL) was developed by the founder of Pecos River Learning Centers, change management expert, Larry Wilson. He believed that organizations “that nurtured their people, creating a context in which people can develop and grow, will, over time, enjoy the benefits of a committed workforce, a culture that foster excellence, and an organization that can change effectively to meet evolving demands of the marketplace.” (Casciaro, 2007) This belief was the groundwork for GGOL. The objective of GGOL was to inspire individual …show more content…
growth, through which team members could realize their full potential at work. It was “designed to incorporate both the “hard and the soft aspects of growth in order to wholly integrate ‘business’ strategy with ‘culture’ strategy to achieve sustainable long-lasting change” (Casciaro, 2007)
Simmons
Fenway Partners bought Simmons in 1998 and promptly sought out a new CEO.
Charlie Eitel, took over as CEO of Simmons in, January 2000. The Simmons plants were not functioning in a collaborative manner; it was more of a competition between each one. Communication and morale were low; this was especially true of the Charlotte, North Carolina plant. The problems originated with leadership, it was “very much motivation through intimidation, and was an awful environment.” (Casciaro, 2007) With the advice of a longtime employee, Eitel reorganized management and made several key changes. The goal was to “help teach them how to work together and how to share information across plants.” (Casciaro, …show more content…
2007)
GGOL ? Based off the struggle that Simmons was going through at the time, it made perfect sense to implement GGOL. Simmons needed a change of culture, a way the people within the organization could learn to work together, not compete. So often in unhealthy work environments, individuals through lack of training, insecurities, or uncertainties of their own position will work within their own four walls. They will not ask for help, for fear of being judged. Nor offer to share knowledge, for fear that someone may take their job. This lack of open communication leads to poor workflow and overall morale.
From 1978 through 2001, Simmons went through a succession of “owners leaving Simmons unstable and without a long-term vision.” (Casciaro, 2007) This type of environment has a negative effect on leaders and team members.
The effects at Simmons were telling “The manufacturing plants were more likely treat one another as competitors than collaborators. If one plant found a way to improve efficiency, for instance, that information was not shared.” (Casciaro, 2007) This shows that even leadership was being effected by the culture within the plants. The morale of the team members was low as “People tended to work hard only when the plant manager was watching.” (Casciaro, 2007) The team members within the plants were not receiving any type of motivation from leadership. With GGOL leadership learned about developing the personal and professional growth of each team members, as they go hand in
hand.
Charlotte’s Pride After watching the Charlotte’s Pride video, I can appreciate the impact that GGOL had on each individual. The team members speak, sometimes emotionally, about the impact it has had on their life professionally and personally. You can see they understand the common thread, are no longer afraid to raise their hand and ask for help or offer it. I believe this video is a great way to spread the word and unite team members.
Implementation
To implement GGOL I would start with my immediate management team. This would give them the opportunity to experience it first hand and have a better understanding of the expected outcome. Once I was sure I had everyone on board I would start implementing it at a plant level. I would start with plant leadership, team leads, and then team members. I would remain present at the plant during the transition. I would mentor and lead through modeling and cheerleading the program. Before leaving I would ensure there were numerous trainers of GGOL at all levels to further the programs positive results.
Affects
GGOL brought about many positive changes at Simmons. One example is plant manager, Bill Wagner, his “personal experience in the program led to a dramatic change in his approach from highly dictatorial to an inclusive, engaging style.” (Casciaro, 2007) This in turn resulted in employees staying that planned on leaving, and overall improved plant performance. After team members attended GGOL many stated that it “inspired them to work together as a team and be united toward a common goal.” (Casciaro, 2007) This is the attitude that turned Simmons around and allowed Fenway to sell controlling interest for double its investment in a 5 year span.
Emotions
How can the emotional elements associated with change be managed and or leveraged?
I think when most people hear the word change, the emotions they might feel are uncertainty, fear and sometimes anger. The best way to manage these emotions is to educate, involve, and empower your team members. When someone is part of the change processes they feel valued, not like a game piece to be move to a new position. When educating others, be persuasive, sell your vision. If they believe in your vision then the impact of any negative emotions, such as anger over the change itself will be less. Involve team members in designing and implementing the change process, this gives them a sense of control and lessens uncertainties. Empower them to make the change, ensure they have the tools they need and that you are there for them. These are all ways to manage emotions associated with change.
Conclusion
GGOL was a huge success at Simmons. Despite the fact that there was some resistance to the program at its initial roll out, it was overwhelmingly successful. Simmons made Fortune Magazine’s 100 Best Companies to Work for, two years in a row. Sales were up, they exceeded their Zero Waste target, product quality improved and many more positive outcomes could be seen as a direct result to the changes made with GGOL. Overall, implementing GGOL at Simmons was a sound business decision that brought about great change.
References
Casciaro, T., & Edmondson, A. (2007, May 3). Leading Change at Simmons (A). Harvard Business School Press. Retrieved from http://gcumedia.com/digital-resources/harvard-business-school-press/2007/change-at-simmons-part-a_1e.php
Susan K. Ficken
Grand Canyon University: LDR - 615
08/26/2014
Simmons Case Study This paper looks at the Great Game of Life (GGOL) program and the overall impact it had on Simmons. The Great Game of Life (GGOL) was developed by the founder of Pecos River Learning Centers, change management expert, Larry Wilson. He believed that organizations “that nurtured their people, creating a context in which people can develop and grow, will, over time, enjoy the benefits of a committed workforce, a culture that foster excellence, and an organization that can change effectively to meet evolving demands of the marketplace.” (Casciaro, 2007) This belief was the groundwork for GGOL. The objective of GGOL was to inspire individual …show more content…
growth, through which team members could realize their full potential at work. It was “designed to incorporate both the “hard and the soft aspects of growth in order to wholly integrate ‘business’ strategy with ‘culture’ strategy to achieve sustainable long-lasting change” (Casciaro, 2007)
Simmons
Fenway Partners bought Simmons in 1998 and promptly sought out a new CEO.
Charlie Eitel, took over as CEO of Simmons in, January 2000. The Simmons plants were not functioning in a collaborative manner; it was more of a competition between each one. Communication and morale were low; this was especially true of the Charlotte, North Carolina plant. The problems originated with leadership, it was “very much motivation through intimidation, and was an awful environment.” (Casciaro, 2007) With the advice of a longtime employee, Eitel reorganized management and made several key changes. The goal was to “help teach them how to work together and how to share information across plants.” (Casciaro, …show more content…
2007)
GGOL ? Based off the struggle that Simmons was going through at the time, it made perfect sense to implement GGOL. Simmons needed a change of culture, a way the people within the organization could learn to work together, not compete. So often in unhealthy work environments, individuals through lack of training, insecurities, or uncertainties of their own position will work within their own four walls. They will not ask for help, for fear of being judged. Nor offer to share knowledge, for fear that someone may take their job. This lack of open communication leads to poor workflow and overall morale.
From 1978 through 2001, Simmons went through a succession of “owners leaving Simmons unstable and without a long-term vision.” (Casciaro, 2007) This type of environment has a negative effect on leaders and team members.
The effects at Simmons were telling “The manufacturing plants were more likely treat one another as competitors than collaborators. If one plant found a way to improve efficiency, for instance, that information was not shared.” (Casciaro, 2007) This shows that even leadership was being effected by the culture within the plants. The morale of the team members was low as “People tended to work hard only when the plant manager was watching.” (Casciaro, 2007) The team members within the plants were not receiving any type of motivation from leadership. With GGOL leadership learned about developing the personal and professional growth of each team members, as they go hand in
hand.
Charlotte’s Pride After watching the Charlotte’s Pride video, I can appreciate the impact that GGOL had on each individual. The team members speak, sometimes emotionally, about the impact it has had on their life professionally and personally. You can see they understand the common thread, are no longer afraid to raise their hand and ask for help or offer it. I believe this video is a great way to spread the word and unite team members.
Implementation
To implement GGOL I would start with my immediate management team. This would give them the opportunity to experience it first hand and have a better understanding of the expected outcome. Once I was sure I had everyone on board I would start implementing it at a plant level. I would start with plant leadership, team leads, and then team members. I would remain present at the plant during the transition. I would mentor and lead through modeling and cheerleading the program. Before leaving I would ensure there were numerous trainers of GGOL at all levels to further the programs positive results.
Affects
GGOL brought about many positive changes at Simmons. One example is plant manager, Bill Wagner, his “personal experience in the program led to a dramatic change in his approach from highly dictatorial to an inclusive, engaging style.” (Casciaro, 2007) This in turn resulted in employees staying that planned on leaving, and overall improved plant performance. After team members attended GGOL many stated that it “inspired them to work together as a team and be united toward a common goal.” (Casciaro, 2007) This is the attitude that turned Simmons around and allowed Fenway to sell controlling interest for double its investment in a 5 year span.
Emotions
How can the emotional elements associated with change be managed and or leveraged?
I think when most people hear the word change, the emotions they might feel are uncertainty, fear and sometimes anger. The best way to manage these emotions is to educate, involve, and empower your team members. When someone is part of the change processes they feel valued, not like a game piece to be move to a new position. When educating others, be persuasive, sell your vision. If they believe in your vision then the impact of any negative emotions, such as anger over the change itself will be less. Involve team members in designing and implementing the change process, this gives them a sense of control and lessens uncertainties. Empower them to make the change, ensure they have the tools they need and that you are there for them. These are all ways to manage emotions associated with change.
Conclusion
GGOL was a huge success at Simmons. Despite the fact that there was some resistance to the program at its initial roll out, it was overwhelmingly successful. Simmons made Fortune Magazine’s 100 Best Companies to Work for, two years in a row. Sales were up, they exceeded their Zero Waste target, product quality improved and many more positive outcomes could be seen as a direct result to the changes made with GGOL. Overall, implementing GGOL at Simmons was a sound business decision that brought about great change.
References
Casciaro, T., & Edmondson, A. (2007, May 3). Leading Change at Simmons (A). Harvard Business School Press. Retrieved from http://gcumedia.com/digital-resources/harvard-business-school-press/2007/change-at-simmons-part-a_1e.php