Jovan Petkovic AET 560 Dr. Joseph Walters May 14, 2015

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Presentation transcript:

Jovan Petkovic AET 560 Dr. Joseph Walters May 14, 2015 Case Study Analysis Jovan Petkovic AET 560 Dr. Joseph Walters May 14, 2015

Agenda Selected Case Study Background Best practices Theory applied Theory as a change agent Summary Open floor for discussion

Case study ASDA – Grocery store chain United Kingdom Facing bankruptcy Archie Norman hired to lead company out of bankruptcy Never had any retail experience Newly graduated with an MBA

Background ASDA Company Background Started in the late 1960’s Pioneered with concept of large markets / expansive parking lots / low prices Flourished in working class areas Known as the blue collar store Warehouse like atmosphere

Background ASDA Company Background 65,000 employees 205 Stores 2,000 corporate employees 4th largest grocery chain in the United Kingdom Annual sales of $6 billion Claimed 8 percent of the market share

Background ASDA Company Background Old management Split into acquisition of other retail stores (carpeting and furniture) Aiming at wealthier customers Spend lavishly on upper management Private jets Increased bonuses High-style offices Company nearing bankruptcy

Best practices Renewal process Strategic Renewal Culture Change Corporate strategy Articulation of company values Blueprint – ASDA’s Way of Working Strategic Renewal “We will supply the weekly shopping needs of ordinary working families” Culture Change Shatter old culture Rebuild from ground up Strategic renewal – Consultants from McKinsey & Company Consulting hired to help formulate a strategic position Culture change – set parameters, drew up a statement of company values, set of operational concepts – Way of working Greater autonomy to store management – making operational decisions,

Theory applied Transformational Change Motivation Commitment Involvement Support Open communication / transparency Overcome resistance Passive Active Aggressive Transformational change targets behavior, employee behavior. Now this we can use for both, not just the employees but the employer alike. However, there are three components that can be used separately or together. The components are turnaround, tools and techniques and transformation. The focus will be limited to transformational change for this presentation. Motivation – a bottom line performance….employee commitment to their own achievement and the companies Commitment – what attaches the employees emotionally to the goals of the organization? Involvement – are employees directly involved in the decision process…change process? Support – how much support are the employees receiving in attaining the organizational goals?

Summary Company wide complete renewal 3 year completion goal Individual accountability and responsibility

Open floor Let’s discuss…

References Spector, B. (2013). Implementing organizational change: Theory into practice (3rd ed.). Upper Saddle River, NJ: Prentice Hall. Tupper, C., Deszca, G., & Cynthia, I. (2012). Organizational change: An action-oriented toolkit (2nd ed.). Thousand Oaks, CA: Sage.