Leading Organizational Change : Consulting Proposal Essay

In the mid-nineties, Seagram’s core market, the spirits and wine business, had stalled. At the

Upon review of the information provided, it is clear that a vision set forth by Upper management, President and CEO Edgar Bronfman, Jr. had not been implemented and there is much work that needs to be completed to fulfill his legacy. Bronfman’s statement was clear and concise with a vision to be sought after no matter the cost. His vision, according to Jick & Peiperl, 2011 is for Seagram’s to be the “best managed beverage company” (p. 255). Bronfman had an idea/image of how he wanted Seagram’s to be viewed by the world and its employees. His vision offered a baseline for all employees to follow which in turn offers a one company initiative. Offering this baseline for the corporation leaves no chance for deviation from the cause. This company with deep roots in diversity and was losing ground due to changes in the new ideas of sobriety, increases in taxes on liquor, the 1990s recession, increased government regulation and social criticism (Jick & Peiperl, 2011). To define this project is to give direction and purpose to Bronfman’s word by backing them with actual progress towards his vision. This vision for Seagram’s is to not be confused with the need of the newly acquired MCA Corporation. This company should have its own visions and values.

Jack feels that the company should go under a new system to increase efficiency for their warehouse and inventor. Liz is concerned that the investment for the (ASRS) may not yield the necessary return to justify the investment.

The long term goal for Seagram is to refocus and create values to reflect the company in a bright but effective way. The in depth understanding is there and active , but it’s a concern to the company to re-evaluate each step in moving forward. Seagram beverage company succumb to challenges and it is important to each individual to implement the right change. “ The new processes required numerous changes in how people behaved and interacted with each other-indeed, a new culture” (Jick & Peiperl, 2011, p.257). A new culture is the goal and change is needed to help individuals to reach each milestone, moving

And for this reason, Bronfman introduction of collaboratively creating with his managers the “Seagram Values” was fundamentally at the core of values driving behaviors, behaviors driving process and process driving results that would change the trajectory of the organization through a shared vision amongst the stakeholders (Jick & Peiperl, 2011). Diagnosis of current situation: With careful diagnosis of reengineering Seagram an integration effort was organized between multiple departments to streamlined and redesigned key business processes that identified and create a game plan to restoring growth to the organization. This type of change is due to reorientation that is strategic and proactive in nature and is focused on bringing change to the organization without a sharp departure from the organization’s framework (Jick & Peiperl, 2011). The diagnosis consisted of Bronfman and his management team evaluating cost effective reductions, the examination of best business practices of other organizations

With the strength of diversification Seagram has created over its long life offers a firm foundation for future growth and stability. The objective of this current project is to evaluate the assets and design a plan that will utilize the strengths of the organization while shoring up new systems to realign Seagram for maximum growth

The Wall Street analysts accused Harry of boosting his fortunes at the expense of shareholders. Furthermore Figgie’s growing concern about the future of the company, as Figgie International’s equipment outdated, labor cost grew more expensive and the world became more competitive. accelerated the process of recruiting managing consultants to commence radical and transformational change that eventually failed

The merging of public expectations into a business model is not just about implementing change in an organization. It's about recognizing that change is for a reason of improving the wider social or community benefits and integrating bottom line profitability potentials. To make this happen, there has to be a blending of these values such that both elements of the new organization are realized an effort that is only now just beginning to happen (. Many organizations seem to want to achieve this goal even if it means moving their operations into the field of chaos where innovation gets to mix with opportunity.

While I do believe that vision principle and core values are important fundamentally in setting and implementing change, however it’s a start that needs additional factors to see true transformational change. In the case of Seagram, Bronfman laid out the vision by declaring that Seagram would be “the best managed beverage company” giving the stakeholders a glimpse of what the organization would be once reorientation is accomplished. In addition to the vision principle, Bronfman sent a clear message that it was critical to change the existing culture of the organization as there would be less reliance on formal rules, hierarchical authority and more emphasizes on a collaborative teamwork. True change or renewal is effective when the individual

Process‐driven change seeks to create a context and environment in which employees at all levels of

Seagram’s is currently undergoing strategic, anticipatory changes in the company’s value system to competitively reposition the company to take advantage of future growth opportunities, diversify the company globally, effectively manage business processes, and increase profits. Bronfman has successfully guided the development and introduction of this new value system. However, Seagram’s is lacking the instrumental leadership necessary for this reorientation to be successful. Specifically, the

Management and leadership are viewed as two different perspectives in the business environment. As described by Dr. Warren Bennis ‘Managers are people who do things right, while leaders are people who do the right thing’, this means that managers do things by the set rules and follow company policy, while leaders follow their own intuition, which may in turn be of more benefit to the company.

Seagrams is failing to accommodate the ever-increasing consumer demands as well as adapting to the exponentially expanding competition in recent years. Those factors combined with a recent surge of alcohol abstinence in the United States (our largest market) and increased governmental regulation have led to a recent decline in organizational success and draws our company ever closer to failure. We must not only modify with how and where we do business, but we must mature the very way we do business and the values that we hold as an organization and workforce.

During the implementation phase of changing our values at Seagram, we have identified five challenges that need attention. In order to maintain progress with in the culture change and help generate a larger financial gain in the future, we must solve the challenges that we currently face. We have an understanding of how important changing the values of our organization since Moore (2014) explains:

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