Consulting Proposal 1
Consulting Proposal #1
I. Definition of Project:
As more companies enter the marketplace, the need to attract and retain customers will not only increase but also be necessary for survival. The Seagram Company has undergone numerous changes to maintain market share. Again, the company in the midst of major change and is in need of a current diagnosis of the situation and recommendations on how to advance these ambitious goals. The project needed to implement the change is necessary as today’s organizations face a number of challenges resulting from demographics, competition, new technologies, and economic variables (Peus, Frey, Gerkhardt, Fischer, & Traut-Mattausch, 2009). The following proposal will include a diagnosis of the current situation, recommendations, implementation plan, and summary.
II. The Project
Seagram executives have recognized the need for strategic repositioning and the redefinition of the company’s competitive advantage. With CEO Edgar Bronfman, Jr. leading the way, many new initiatives have been introduced including the “Seagram Values”, a set of values that outline employee commitments. The bold initiatives laid out by the CEO require bold leaders to meet the demands of employees, stakeholders, and customers. Seagrams biggest challenge is the changing global marketplace and maintaining proper internal communication. It should be realized that employees have more options than ever before. If an organization fails to meet the expectations of employees or at least keep up with what the competition is offering, employees will leave and the organization.
III. Diagnosis of current situation:
Seagram has already implemented necessary change in their business model. Change is now needed in how employees are cared for. Understanding strategies for implementing organizational change is crucial for managers since the rate of change is greater than at any other time in history (Moran & Brightman, 2001). With the new values system, employees
I. Definition of Project:
As more companies enter the marketplace, the need to attract and retain customers will not only increase but also be necessary for survival. The Seagram Company has undergone numerous changes to maintain market share. Again, the company in the midst of major change and is in need of a current diagnosis of the situation and recommendations on how to advance these ambitious goals. The project needed to implement the change is necessary as today’s organizations face a number of challenges resulting from demographics, competition, new technologies, and economic variables (Peus, Frey, Gerkhardt, Fischer, & Traut-Mattausch, 2009). The following proposal will include a diagnosis of the current situation, recommendations, implementation plan, and summary.
II. The Project
Seagram executives have recognized the need for strategic repositioning and the redefinition of the company’s competitive advantage. With CEO Edgar Bronfman, Jr. leading the way, many new initiatives have been introduced including the “Seagram Values”, a set of values that outline employee commitments. The bold initiatives laid out by the CEO require bold leaders to meet the demands of employees, stakeholders, and customers. Seagrams biggest challenge is the changing global marketplace and maintaining proper internal communication. It should be realized that employees have more options than ever before. If an organization fails to meet the expectations of employees or at least keep up with what the competition is offering, employees will leave and the organization.
III. Diagnosis of current situation:
Seagram has already implemented necessary change in their business model. Change is now needed in how employees are cared for. Understanding strategies for implementing organizational change is crucial for managers since the rate of change is greater than at any other time in history (Moran & Brightman, 2001). With the new values system, employees
References: Fairest, J. (2014). Leading employees through major organizational change. Ivey Business Journal Online, , 1. Retrieved from http://search.proquest.com/docview/1556018438?accountid=12085 Jick, T., & Peiperl, M. (2008). Managing Change: Cases and Concepts (3rd ed.). New York: McGraw-Hill Higher Education ;. John W. Moran, Baird K. Brightman, (2001) "Leading organizational change", Career Development International, Vol. 6 Iss: 2, pp.111 - 119 Peus, C., Frey, D., Gerkhardt, M., Fischer, P., & Traut-Mattausch, E. (2009). Leading and managing organizational change initiatives**. (). Mering: Rainer Hampp Verlag. Retrieved from http://search.proquest.com/docview/201558752?accountid=12085 Zimmerman, J. (2004). Leading organizational change is like climbing a mountain. The Educational Forum, 68(3), 234-242. Retrieved from http://search.proquest.com/docview/220687683?accountid=12085