Welcome Aboard
Welcome Aboard
(But Don’t change a thing)
Cheryl the CEO of Lakeland wonders is in a pickle. she wants change and she wanted fast she wants to grow the company by expanding into new market winning over new customers choosing new manufacturing methods. but somehow the company doesn’t seem to move along at her pace and this is a situation that is all too common for those of us who deal with change management and process improvement very often. we come in with the best intention with the best goals in mind that somehow people are not willing to move along why is that? Cheryl is dealing with the corporate culture that is steeped in family values Lakeland wonders who has been in the same family for 94 years and its located in the middle of America Minnesota where traditional values are highly prised. so she’s working in a very traditional environment people work their way up in this company the head of manufacturing has worked from the shop floor up to have manufacturing and held this position for 14 years. so clearly at young gun blazing CEO that comes into the company was up a bag of new ideas has to win people over not just by stated by better ideas but by demonstrating how the existing knowledge capital of the organization can be leveraged .
There is lots of mistrust here Cheryl doesn’t trust the internal designers to design packaging for new mid-market product she doesn’t think that the internal manufacturing capacities are sufficient to manufacture these products and she thinks they’re too expensive .she thinks that the union is an obstacle that its not willing to work with her and that the bone that she was throwing at union in term of incentive pay a was justifiably rejected. So Cheryl feels that her ideas are not being taken seriously and that creates frustration clearly.
From the perspective of the employees here’s a new CEO full of ideas that doesn’t tell you anything that has been going at the company previously all she cares about are the
(But Don’t change a thing)
Cheryl the CEO of Lakeland wonders is in a pickle. she wants change and she wanted fast she wants to grow the company by expanding into new market winning over new customers choosing new manufacturing methods. but somehow the company doesn’t seem to move along at her pace and this is a situation that is all too common for those of us who deal with change management and process improvement very often. we come in with the best intention with the best goals in mind that somehow people are not willing to move along why is that? Cheryl is dealing with the corporate culture that is steeped in family values Lakeland wonders who has been in the same family for 94 years and its located in the middle of America Minnesota where traditional values are highly prised. so she’s working in a very traditional environment people work their way up in this company the head of manufacturing has worked from the shop floor up to have manufacturing and held this position for 14 years. so clearly at young gun blazing CEO that comes into the company was up a bag of new ideas has to win people over not just by stated by better ideas but by demonstrating how the existing knowledge capital of the organization can be leveraged .
There is lots of mistrust here Cheryl doesn’t trust the internal designers to design packaging for new mid-market product she doesn’t think that the internal manufacturing capacities are sufficient to manufacture these products and she thinks they’re too expensive .she thinks that the union is an obstacle that its not willing to work with her and that the bone that she was throwing at union in term of incentive pay a was justifiably rejected. So Cheryl feels that her ideas are not being taken seriously and that creates frustration clearly.
From the perspective of the employees here’s a new CEO full of ideas that doesn’t tell you anything that has been going at the company previously all she cares about are the