Coolburst Case
CoolBurst
TABLE OF CONTENTS
INTRODUCTION……………………………………………………………………………….5 What about the company is stifling creativity at CoolBurst?............5 Structure………………………………………………………………………………………6 Features…………………………………………………………………………………….....6 Polices…………………………………………………………………………………...........6 Practices / Reward System…………………………………………………………………...7 Culture………………………………………………………………………………………..7 Management Style…………………………………………………………………………....8 What Changes are needed to make CoolBurst a learning and innovative organization?............................................................................................9 Culture……………………………………………………………………………………… 9 Practices / Reward System…………………………………………………………………...9 Leadership/Management Style...…………………………………………………………… 11 What will Luisa Reboredo need to do in order to implement these changes successfully?.................................................................................................13 Implementation Strategy…………………………………………………………………….13 leadership……………..……………………………………………...………………...14 teamwork…………………………………………………………………… ………15 practice/rewards ………………………………………………………………………...16 Team RecommendationS ……………………………………………………………...19 Corporate Culture………………..…………………………………………………………..19 Leadership…………………………………………………………………………………...20 Conclusion………………………………………………………………………………...20 References………………………………………………………………………………....22 EXECUTIVE SUMMARY
CoolBurst is a Miami based fruit juice company and their parent company is based in Chicago. CoolBurst was an independent company until 1975 but now consists of 200 employees. The company is successful in the Southeast, including Florida, Georgia, Alabama and South Carolina. Their products are located in vending machines of school cafeterias and a number of restaurants. Their current drink flavors are apple, grape, and
TABLE OF CONTENTS
INTRODUCTION……………………………………………………………………………….5 What about the company is stifling creativity at CoolBurst?............5 Structure………………………………………………………………………………………6 Features…………………………………………………………………………………….....6 Polices…………………………………………………………………………………...........6 Practices / Reward System…………………………………………………………………...7 Culture………………………………………………………………………………………..7 Management Style…………………………………………………………………………....8 What Changes are needed to make CoolBurst a learning and innovative organization?............................................................................................9 Culture……………………………………………………………………………………… 9 Practices / Reward System…………………………………………………………………...9 Leadership/Management Style...…………………………………………………………… 11 What will Luisa Reboredo need to do in order to implement these changes successfully?.................................................................................................13 Implementation Strategy…………………………………………………………………….13 leadership……………..……………………………………………...………………...14 teamwork…………………………………………………………………… ………15 practice/rewards ………………………………………………………………………...16 Team RecommendationS ……………………………………………………………...19 Corporate Culture………………..…………………………………………………………..19 Leadership…………………………………………………………………………………...20 Conclusion………………………………………………………………………………...20 References………………………………………………………………………………....22 EXECUTIVE SUMMARY
CoolBurst is a Miami based fruit juice company and their parent company is based in Chicago. CoolBurst was an independent company until 1975 but now consists of 200 employees. The company is successful in the Southeast, including Florida, Georgia, Alabama and South Carolina. Their products are located in vending machines of school cafeterias and a number of restaurants. Their current drink flavors are apple, grape, and
Citations: 1. Dyer, J., Gregersen, H. & Christensen, C. (2009). Innovator 's DNA. Harvard Business Review, 87(12), 60-67. 2. Sternberg, R. J. (2010). Teaching creativity, not memorization. The Chronicle of Higher Education, Retrieved from http://chronicle.com/article/Teach-Creativity-Not/124879/ 3 4. (2003). Toward a creativity-friendly workplace: practical steps. Harvard Business School Press, Retrieved from http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=47173&R=7263BC-PDF-ENG&conversationId=265794 5 6. (2003). Creativity and creative groups: two keys to innovation. Harvard Business School Press, Retrieved from http://cb.hbsp.harvard.edu/cb/web/product_detail.seam?E=47105&R=7256BC-PDF-ENG&conversationId=268186 7 8. Weiss, R. P. (2001). How to foster creativity at work: Training & development. 55(2), 61-65. 9. Alsop, R. (2006). MBA track: Schools find fun a worthy teacher to foster creativity. The Wall Street Journal, B8. 10. Amabile, T. M. (1998). How to kill creativity. Harvard Business Review 11 12. Amabile, T.M. (1998). Five Questions About How Leaders Influence Creativity.