Leading Organizational Change : Consulting Proposal Essay

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.

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

The Seagram’s company has come a long way gaining strength and empowering truth with its mergers with Martell S.A. cognac, Tropicana products, and MCA Universal. Seeking justification and definition within their new found allegiance, a new horizon of skepticism became clear about the communication within the company. Seagram’s Co. positions to rise above as one of the most prolific brands leads to many detrimental decision making task and leadership expertise to push for greatness. An abundance of newly learned abilities needs to be implemented to uphold a creative stationary bound among this greatness. Training that’s comprehensive outside the top 1,200 to the other 15,000 personnel stand as a necessity, Alumni assemblies to show appreciation to bring the bound together, and communication support groups to keep the focus on ethics will be the new definition for the companies’ standards (Jick, T. D., & Peiperl, M. A. 2011).

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

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

Seagram has enjoyed a long history of success from its inception in 1924 with a single distillery in Canada to a world-wise company. During this timeframe, global recognition has afforded Seagram the opportunity to grow to 14,000 employees as well as creatively diversify in a manner than many companies could not imagine. Unique purchases of oil companies as well as what some might argue to be more logical partnerships like fruit juices such as Dole Food Company, Inc. created continued accomplishments that would shore up the company and create a secure future. In addition calculated investments with DuPont, MCA Inc., which includes Universal Studios and them parks as well as electric companies build an impressive portfolio for Seagram as well. We know that highly diversified organizations are more successful, “firms whose business units are highly related to each other, such as in a focused company, are outperformed by those whose business units are moderately unrelated to each other” (Graham, 2012, p.14). Although this argument makes little sense, Seagram has, for years, experienced the benefits of being highly diversified.

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

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.

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.

Definition of Project: After taking over the reins from his father Edgar Bronfman Sr. in 1994, Edgar Jr. launched a campaign in 1995 after meeting with 200 of his senior management team to announce that Seagram would be the “best managed beverage company”. Therefore, he explained the challenges that profits gain by the development of their premier products, the diversification and acquisitions into new markets during the 1960’s into the late 1980’s would need a new fresh strategy for Seagram’s to keep their competitive standing, hence the introduction of “Seagram Values” (Jick & Peiperl, 2011). These values would direct the company towards effectively managing business processes, the reduction of cost and foresight towards growth opportunities.

In this dynamic business environment, change is inevitable. Changes can be planned, or unintentional: depending on the driving forces behind. The major forces for change can be derived from the nature of the workforce, technology, economic shocks, competition, social trends, and world politics (Robbins & Judge, 2011). In this post the author will explain the Kotter’s eight –step approaches to managing organizational change and discuss how his company handles the planned changes in term of organization reconstruction.

1 2 3 4 5 6 7 Markets Values Transparency Life-cycle technology Partnerships Time Corporate governance Old Paradigm Compliance Hard Closed Product Subversion Wider Exclusive

A need for growth in any organization to stay a viable entity must occur. Organizational change is inevitable. Just like anything in life, markets and cultures change which require constant attention and preparation. In order to be successful in any market, an organization has to be able transform itself to the needs for the market. CrysTel is no stranger to change. CrysTel is a telecommunication company with over 2500 employees and a gross income of approximately $200 million a year. Products included in there list of services include data cables, wireless solutions, and network development. The product profile is data cables, wireless solutions and network development. Because of the nature of

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: