HOME DEPOT'S BLUEPRINT FOR CULTURE CHANGE Start reading Harvard Business Review (HBR) article: Charan, R. (2006). Home Depot's Blueprint Culture Change. Harvard Business Review, April, Vol 84 Issue 4 p. 60-70. Assignment Expectations (Content) Based HBR article Charan (2006),pages paper

Home depot's blueprint for culture change

Steps the team took to make the change

The Home depot team undertook four main steps to ensure that the company changed its mechanisms are metrics, processes, programs, and structures. Metrics involved describing the company values and making it clear what each person would be accountable for Charan, 2006.

This way each employee and manager would understand their role within the company and work as a team. Metrics also provided measurement data in areas that had never been measured before. The data revealed some discrepancies towards the company's held beliefs. Employee performance reviews were not standardized. Using the metric system the team implemented a standardized performance process that was quantitative. This metric reduced the over 150 evaluation forms to only three electronic records. Processes were introduced for integrating the new formed culture into the organization. When Nardelli took over he introduced a Monday morning conference call, in...

This change ensured that managers were held accountable for the promises they make and it also created a culture of cooperation. To ensure that employees knew what was happening, the team introduced a Monday afternoon broadcast to all the 1,800 stores. This broadcast was meant to eliminate the memos that employees never read. Processes are vital for embedding rigor and analysis in any change event.
Programs are used for building the necessary support for the culture change. Implementing changes requires the team to provide support to the employees. This support would enable them to understand what is happening, and why it has to happen. To provide this support courses were introduced for store managers. At these courses, the managers were challenged and asked what they would do if they were in charge of the company. In this manner majority of them came to understand the reasons for the changes and they embraced the changes. To ensure that employees are committed to this culture change, the team has continued providing an array of leadership programs. A structure is necessary in creating the required framework for the new culture Stanford, 2011.

The team established that the company needed to have a centralized purchasing. To ensure…