Peter Browning And Continental White Cap
Joseph A. Maple
GSB-737-DU: Change & Innovation Mgmt.
Case Analysis 3: Peter Browning and Continental White Cap
April 4, 2014
1. What is Browning’s predicament at White Cap?
Peter Browning was tasked with the predicament of revitalizing the company without turning it upside down. White Cap has enjoyed an impressive 50 years of positive business results, and when they did experience slumps they were perceived as cyclical and transient. However, times have changed and there is now an international marketplace consisting of 70 competitors worldwide. Because of the competitive advantage that White Cap had focused on, “Total System” it made it difficult for them to compete when their competitors reduced their prices. White Cap was also behind on product innovation as well. While competitors were marketing plastic cap closures, White Cap did not think that it would take off. Unfortunately, they were wrong.
One of the major problems that Browning faced was the culture at White Cap. It was a family-style culture that relied on long-term loyalty from their employees and in return they offered job security. Their management style was paternalistic. The problem with this style and culture is that people get set in their ways and comfortable. Any type of change could cause chaos throughout the company. Therefore, Browning must be careful about the changes that he is implementing in order to keep the peace within the company. This is why he wants to bring in the former owner of the Company, Bob White. Many of the employees who worked there now were there when Mr. White ran the company. Mr. White was looked at as a paternal figure head. If he is on board with the changes then it will make it easier to convince the employees that the changes are necessary.
Another problem for Browning was Jim Stark, who was the director of marketing. Mr. Stark relationship with his staff was not strong, and he lacked the ability to bring forth their team spirit. Unfortunately, Browning
GSB-737-DU: Change & Innovation Mgmt.
Case Analysis 3: Peter Browning and Continental White Cap
April 4, 2014
1. What is Browning’s predicament at White Cap?
Peter Browning was tasked with the predicament of revitalizing the company without turning it upside down. White Cap has enjoyed an impressive 50 years of positive business results, and when they did experience slumps they were perceived as cyclical and transient. However, times have changed and there is now an international marketplace consisting of 70 competitors worldwide. Because of the competitive advantage that White Cap had focused on, “Total System” it made it difficult for them to compete when their competitors reduced their prices. White Cap was also behind on product innovation as well. While competitors were marketing plastic cap closures, White Cap did not think that it would take off. Unfortunately, they were wrong.
One of the major problems that Browning faced was the culture at White Cap. It was a family-style culture that relied on long-term loyalty from their employees and in return they offered job security. Their management style was paternalistic. The problem with this style and culture is that people get set in their ways and comfortable. Any type of change could cause chaos throughout the company. Therefore, Browning must be careful about the changes that he is implementing in order to keep the peace within the company. This is why he wants to bring in the former owner of the Company, Bob White. Many of the employees who worked there now were there when Mr. White ran the company. Mr. White was looked at as a paternal figure head. If he is on board with the changes then it will make it easier to convince the employees that the changes are necessary.
Another problem for Browning was Jim Stark, who was the director of marketing. Mr. Stark relationship with his staff was not strong, and he lacked the ability to bring forth their team spirit. Unfortunately, Browning