The bottom line is that the CEO knows that by keeping disruptions to a minimum he will ensure a higher level of productivity and profitability over time, and also lose less time to disruption from unnecessary confusion over change. Given the culture of the company it is completely understandable that he is taking such a conservative pace to change.
What implications for change managers would apply specifically to Nestle? Outline how the Nestle management team hay have reaction to each implication.
The first implication for change managers within Nestle is the need to be accountable, transparent and focused on how best to create trust between subordinates and management. From this foundation of trust, both first- and second-order change can be developed. This focus on being trustworthy to alleviate resistance to change and instead invite employees to "own" the change as well is a critical to making any organization resilient over time (Burrus-Barbey, 2001). The second implication for change managers is the pragmatism to look at what initially is perceived as a major improvement in execution and efficiency promised by it investments and concentrate on their real contributions to the company. Third, the implications of acquiring L'Oreal and Alcon Labs are diversions for their core business yet Nestle positions these as extensions of their core business of consumer products and succeeds as a result.
Find three examples of lessons from the front line that are evident in the Nestle case. How could these issues be overcome?
References
Cristiano Busco, Mark L. Frigo, Elena Giovannoni, Angelo Riccaboni, Robert W. Scapens. (2006). INTEGRATING GLOBAL ORGANIZATIONS THROUGH PERFORMANCE MEASUREMENT SYSTEMS. Strategic Finance, 87(7), 30-35. Retrieved January 11, 2009, from ABI/INFORM Global database. (Document ID: 983634561).
Katrina Burrus-Barbey (2001). Leadership and global management at Nestle. Strategic Direction, 17(2), 5-7. Retrieved January 12, 2009, from ABI/INFORM Global database. (Document ID: 269085651).
Sebastian Raisch, Georg von Krogh. (2007). Navigating a Path to Smart Growth. MIT Sloan Management Review, 48(3), 65. Retrieved January 14, 2009, from ABI/INFORM…
The inclusion of various societies as critical to the future of education and learning in the U.S. is an important argument in the presentation -- this means that learning is no longer centered on American knowledge and values, but would actually be multicultural and highly-diverse in nature. All of these changes in 21st century education, technological advancement and cultural expansion (i.e., creation of a "global village"), are the critical
Change Management Organizational Change Organizational change aims at ensuring that the implementation of changes in an organization is smooth and successful. Moreover, it ensures that the benefits of these changes are achievable (Burke 2010). The introduction of social media and technology has recently had much effect on business in the recent past. Accessing information by the organization is easier nowadays thus; the need for introducing changes to business to cope with the
c) Change support In the context of the closing of the Orlon manufacturing operations, a useful approach to the problem would be constituted by the action research. This type of research specifically implies that the individual assesses the situation, but in doing so, also seeks solutions to resolving the problem (Saunders, Lewis and Thornhill, 2009). This type of research combines the theoretical stance with the practical stance. Through its lenses then,
There is a major difference in launching any new initiative where adoption is key to its success relative to introducing one where compliance can be demanded. BA Management, by not informing employees of the change, is in effect saying through their actions that compliance is demanded or they will lose their jobs. The sobering fact of 13,000 people let go or nearly 25% of the workforce is a force
This means, assessing where the company is currently sitting, examining the various obstacles that are standing the way of achieving the objective and what possible solutions can used to overcome these obstacles. Once this has been identified, you want to begin taking the different solutions and implementing them. This requires that all managers, work together in making an effort to change the work environment for the better. Where, they
These form the foundation for creating more agile, and responsive change management strategies. What makes the 7-S Model stand out however is the integration of its seven core factors with a Balanced Scorecard (BSC), which seeks to equate organizational strategies to financial performance. Specifically included in the BSC approach are financial and customer perspectives, internal process perspective, and learning and growth perspective (Kaplan, 2005). The integration of the 7-S
Our semester plans gives you unlimited, unrestricted access to our entire library of resources —writing tools, guides, example essays, tutorials, class notes, and more.
Get Started Now