Gene One
Leading Change at Gene One University of Phoenix LDR/531 March 5, 2013
In 1996, Gene One entered the biotech industry with groundbreaking gene technology that eradicated disease in tomatoes and potatoes (UoP). As a result, farmers no longer needed to use pesticides when growing these plants and consumers were pleased to buy homegrown products untainted by chemicals (UoP). The win-win situation helped Gene One grow to a $400 million company in just eight short years (UoP). With sharply rising stock prices and intensifying interest and confidence in the biotechnology sector the time was right for Gene One to consider going public (UoP).
Taking Gene one public was determined by leadership, the only feasible course to fund and meet its desire annual growth rate of 40% (UoP). The target of going public with an intial public offering (IPO) within 36 months would require many changes and the challenges that come with organizational change (UoP). The following will discuss two strategies available to leadership and how this change will affect the organization.
Change Strategies The success of a major change according to Yukl depends in part on what is changed.
Many attempts to introduce change in an organization emphasize changing either attitudes or
roles but not both (Yukl, 2010). The decision to take Gene One public, a major organizational
change, is being met with resistance from high level members of his staff (UoP). Chief Executive officer, attempting gain support of those in distention, the attitude
centered approach will is a viable option to gain buy-in. The attitude-centered approach
involves changing attitudes and values through the use of persuasive appeals, training programs,
team building activities, or a cultural change program (Yukl, 2010). Attitudes towards this
change can be positively influenced communicating the logic of a change can reduce employee
In 1996, Gene One entered the biotech industry with groundbreaking gene technology that eradicated disease in tomatoes and potatoes (UoP). As a result, farmers no longer needed to use pesticides when growing these plants and consumers were pleased to buy homegrown products untainted by chemicals (UoP). The win-win situation helped Gene One grow to a $400 million company in just eight short years (UoP). With sharply rising stock prices and intensifying interest and confidence in the biotechnology sector the time was right for Gene One to consider going public (UoP).
Taking Gene one public was determined by leadership, the only feasible course to fund and meet its desire annual growth rate of 40% (UoP). The target of going public with an intial public offering (IPO) within 36 months would require many changes and the challenges that come with organizational change (UoP). The following will discuss two strategies available to leadership and how this change will affect the organization.
Change Strategies The success of a major change according to Yukl depends in part on what is changed.
Many attempts to introduce change in an organization emphasize changing either attitudes or
roles but not both (Yukl, 2010). The decision to take Gene One public, a major organizational
change, is being met with resistance from high level members of his staff (UoP). Chief Executive officer, attempting gain support of those in distention, the attitude
centered approach will is a viable option to gain buy-in. The attitude-centered approach
involves changing attitudes and values through the use of persuasive appeals, training programs,
team building activities, or a cultural change program (Yukl, 2010). Attitudes towards this
change can be positively influenced communicating the logic of a change can reduce employee
References: Judge, S. P. (2011). Organizational Behavior, Fourteenth Edition. Prentice Hall. . Yukl, G. (2010). Leadership in Organizations 7th edition. Upper Saddle River: Prentice Hall. University of Phoenix (2010). hhttps://ecampus.phoenix.edu/secure/aapd/gbam/xmba520.1/startinglink.html