Strategic Leadership at Comfort Ltd
Strategic Leadership at Comfort Ltd
Explain the change process in Comfort Ltd from a strategic leadership point of view.
Efficiency and process reliability: A strategic move in order to make efficient use of the resources was to produce the new product in the existing plant with the existing equipment. This efficiency is however lost and it takes a lot of time and effort to customize the product into this line. The CEO misjudged the adaptation of the equipment to fit the new products. In order to improve the process reliability, that is to improve quality and avoid complaints from customers, the CEO introduced a quality assurance program for all personnel, however the program was not anchored among the personnel and may have come too late.
Human resources and relations: The CEO did not make any use of special human resource planning (1) which became obvious in the two cases when he had to replace the marketing director and the production manager with himself. (2) The CEO doesn’t make sure that the sales agents are confident with selling the new product and his efforts to motivate them come too late. Even if the CEO has regular meetings with the management team, he doesn’t seem to make use of their competencies in the process. (3) He has not taken enough time to work with his new management team (4) he is very task oriented and doesn’t leave much room for the team to be co-ordinated with a joint view on how to proceed.
Adaptation to the environment: There is no formulated competitive strategy for the company more than the outspoken mission for the CEO to turn the company around by finding new niches but primarily to introduce the new product of a high tech simulation game for training purposes in the media industry. Seemingly, no stakes were made in order to market the new brand so that customers would identify Comfort Ltd with a provider of simulation games. The strategy to take away the sales agents from some areas but not others didn’t seem
Explain the change process in Comfort Ltd from a strategic leadership point of view.
Efficiency and process reliability: A strategic move in order to make efficient use of the resources was to produce the new product in the existing plant with the existing equipment. This efficiency is however lost and it takes a lot of time and effort to customize the product into this line. The CEO misjudged the adaptation of the equipment to fit the new products. In order to improve the process reliability, that is to improve quality and avoid complaints from customers, the CEO introduced a quality assurance program for all personnel, however the program was not anchored among the personnel and may have come too late.
Human resources and relations: The CEO did not make any use of special human resource planning (1) which became obvious in the two cases when he had to replace the marketing director and the production manager with himself. (2) The CEO doesn’t make sure that the sales agents are confident with selling the new product and his efforts to motivate them come too late. Even if the CEO has regular meetings with the management team, he doesn’t seem to make use of their competencies in the process. (3) He has not taken enough time to work with his new management team (4) he is very task oriented and doesn’t leave much room for the team to be co-ordinated with a joint view on how to proceed.
Adaptation to the environment: There is no formulated competitive strategy for the company more than the outspoken mission for the CEO to turn the company around by finding new niches but primarily to introduce the new product of a high tech simulation game for training purposes in the media industry. Seemingly, no stakes were made in order to market the new brand so that customers would identify Comfort Ltd with a provider of simulation games. The strategy to take away the sales agents from some areas but not others didn’t seem