Sunflowers Incorporated case study
Sunflower Incorporated
An Organization Development Case Study
Presented By: Sunflower Inc is a Large Distribution Company Throughout US & Canada Which are Divided into 22 Regions.
Autonomous Management Because of Local Tastes & Practices.
Great Variance of Profit Margins Across Regions Due to:
Huge Profits by Offering Substandard Products.
Struggling to Keep up With Competition.
Standardization Decision Was Taken
Albanese, Proposed Implementation of Standardized Pricing & Purchasing Decision Across All Regions.
The Change Was Implemented by Sending Email to the Executives.
8 weeks later, Albanese had not Received any Notices.
“They Believed that Highly Profitable Regions Use Lower Quality Items, Even Seconds”.
“Albanese Believed that the Only Way to Standardize Operations was for Each Region to Notify the Home office in advance….”
“She Believed the Procedures was Needed Now!”
Could Sunflower’s Top Management Successfully Make a Proper Diagnosis?
If Quality is at Risk, Could Monitoring the Pricing & Purchasing Practice be a Proper Fix?
Did the Management Followed the Proper Steps to Select a Qualified OD Practitioner?
Can Ms. Albanese be a Good Candidate as an OD Practitioner?
After 3 weeks of the job, Could Albanese & the Management Assess the Impacts & Justify the Need for Standardization?
Could All Parties Perceive the Magnitude of Change They were About to Adopt?
In Understanding the Nature & Requirements of the Planned Change Process.
Insufficient Diagnosis (by Internals)
Wrong Selection of the OD Practitioner.
Insufficient Diagnosis by the OD as Well.
Entering & Contracting Lacked 3 Core keys.
Setting Mutual Expectations.
The Time & Resources Devoted to it.
Developing the Ground Rules for Working Together.
Engage an Expert with Experience in Organizational Development or Behavioral Science.
Explain Clearly the Need for Change to the Client or Organization.
Joint Diagnosis
An Organization Development Case Study
Presented By: Sunflower Inc is a Large Distribution Company Throughout US & Canada Which are Divided into 22 Regions.
Autonomous Management Because of Local Tastes & Practices.
Great Variance of Profit Margins Across Regions Due to:
Huge Profits by Offering Substandard Products.
Struggling to Keep up With Competition.
Standardization Decision Was Taken
Albanese, Proposed Implementation of Standardized Pricing & Purchasing Decision Across All Regions.
The Change Was Implemented by Sending Email to the Executives.
8 weeks later, Albanese had not Received any Notices.
“They Believed that Highly Profitable Regions Use Lower Quality Items, Even Seconds”.
“Albanese Believed that the Only Way to Standardize Operations was for Each Region to Notify the Home office in advance….”
“She Believed the Procedures was Needed Now!”
Could Sunflower’s Top Management Successfully Make a Proper Diagnosis?
If Quality is at Risk, Could Monitoring the Pricing & Purchasing Practice be a Proper Fix?
Did the Management Followed the Proper Steps to Select a Qualified OD Practitioner?
Can Ms. Albanese be a Good Candidate as an OD Practitioner?
After 3 weeks of the job, Could Albanese & the Management Assess the Impacts & Justify the Need for Standardization?
Could All Parties Perceive the Magnitude of Change They were About to Adopt?
In Understanding the Nature & Requirements of the Planned Change Process.
Insufficient Diagnosis (by Internals)
Wrong Selection of the OD Practitioner.
Insufficient Diagnosis by the OD as Well.
Entering & Contracting Lacked 3 Core keys.
Setting Mutual Expectations.
The Time & Resources Devoted to it.
Developing the Ground Rules for Working Together.
Engage an Expert with Experience in Organizational Development or Behavioral Science.
Explain Clearly the Need for Change to the Client or Organization.
Joint Diagnosis