Leadership Group Case Study
EXECUTIVE SUMMARY
A year ago Company TCU decided to integrate its Canada Company into its US operations leave Canada as mainly a marketing and sales operation. This was decided in an effort to create a North America business company that will leverage resources and working capital.
The change decision was initiated by the CEO and the US President, supported by the Leadership team that consisted of the Chief Supply chain officer, the VP of merchandising, the senior director of operations as well as the Canada Vice president and Merchandising and Marketing Manager
Current Situation It’s been a year since the integration started. Change has brought many challenges to certain departments as the country that is integrating its operations has different regulations in place that don’t match the current processes. Also during this change process, we have uncovered several issues that are taking extra resources and time to resolve. A bigger change has also taken place where priorities have been shifted. Work load has increased with little increase to resources and employee morale is low due to the amount of work and constantly shifting of priorities.
There has been training in place however with this change a lot of processes do not exists. It’s up to the integration team to create the best practices and processes for both companies.
By analyzing the Model of leading change we observe the below needs to be enforced in order to support this change
1. Communicating the Change of Vision – This particular step was not articulated properly top down so people could not clearly understand the scope of the change and the steps needed to start moving towards the change
2. Bring people along with you – Understand the pain that critical groups are going through with this change and respond to what is heard.
3. Generating Short Term Wins – A process that will help the critical groups have a sense of accomplishment and a motivation to continue to make the change
4. Recognize
A year ago Company TCU decided to integrate its Canada Company into its US operations leave Canada as mainly a marketing and sales operation. This was decided in an effort to create a North America business company that will leverage resources and working capital.
The change decision was initiated by the CEO and the US President, supported by the Leadership team that consisted of the Chief Supply chain officer, the VP of merchandising, the senior director of operations as well as the Canada Vice president and Merchandising and Marketing Manager
Current Situation It’s been a year since the integration started. Change has brought many challenges to certain departments as the country that is integrating its operations has different regulations in place that don’t match the current processes. Also during this change process, we have uncovered several issues that are taking extra resources and time to resolve. A bigger change has also taken place where priorities have been shifted. Work load has increased with little increase to resources and employee morale is low due to the amount of work and constantly shifting of priorities.
There has been training in place however with this change a lot of processes do not exists. It’s up to the integration team to create the best practices and processes for both companies.
By analyzing the Model of leading change we observe the below needs to be enforced in order to support this change
1. Communicating the Change of Vision – This particular step was not articulated properly top down so people could not clearly understand the scope of the change and the steps needed to start moving towards the change
2. Bring people along with you – Understand the pain that critical groups are going through with this change and respond to what is heard.
3. Generating Short Term Wins – A process that will help the critical groups have a sense of accomplishment and a motivation to continue to make the change
4. Recognize