This case study examines the change that occurred in Truelocal when almost the entire senior management staff level was replaced including the CEO two years ago. Employing a new person is one example. Change is increasing due to a number of forces including globalisation led by rapidly advancing technologies, cultural diversity, environmental resources and the economy; therefore the ability to recognise the need for change as well as implement change strategies effectively, in a proactive response to internal and external pressures is essential to organisational performance.
Managers can learn a lot from these classic change management case studies. Paul Arnold Change can be the foundation of competitive advantage but, to be effective, a change management programme must identify areas of potential conflict, address the needs of everyone in the organisation and, crucially, bridge the gap between the aspirations of executives, technical project teams and the people affected by the change.
Few organisations do this well. But there are exceptions, such as these outstanding case studies of change. The new group chairman, Jeroen van der Veer, believed that in order to survive, the corporation had to transform its structure and processes.
A series of global, standardised processes were identified. These, if introduced, would impact more than 80 Shell operating units. While the changes were vital to survival, they proved unpopular in the short term as some countries stood to lose market share. The message was a tough one, and many operating units balked.
However, for a change programme of this scale to be successful, everyone had to adhere to the new systems and processes. The leadership of Shell Downstream-One, as the transformation was known, needed unflinching determination and to focus on gaining adoption from everyone involved. Those leading the change had to ensure that the major players in all their markets knew what was required and why.
They needed to be aligned with the change requirement. From the start, it was recognised that mandating the changes was the only way for them to drive the transformational growth they aimed for. That meant everything from common invoicing and finance systems to bigger more centralised distribution networks.
By identifying and rapidly addressing the many areas of resistance that emerged — such as that some influential stakeholders stood to lose control or market share — adoption was accelerated.
The team of experts — made up of senior leaders, in-house subject matter experts, implementation consultants and external change experts — who delivered the change programme were crucial in this phase.
They both modelled and drove the new behaviours needed for the change to succeed. They briefed the people who would be impacted by the change; risks and potential problem areas were discussed and mitigated — before any real change was even delivered.
That can cause the initiatives to fail. Shell is in a significantly healthier position than when the transformation started, and by that measure the programme has been deemed a success. And the ramifications of Downstream-One continue to result in ongoing change… Santander: Grupo Santander chairman Emilio Botin felt, however, that the legacy in these UK financial institutions, dating as far back ashad left them incapable of change and, therefore, unable to evolve and grow.
In buying these traditional UK financial institutions and unifying them under the Santander brand, Santander aimed to break down their engrained processes and turn them into a formidable retail bank.
To do this, they would need a fast-track, systems-led banking model. There were many opportunities during the change programme for cultural misunderstandings. Counter-intuitively, this can be particularly noticeable when national or linguistic similarities give a false illusion of commonality.
In fact, the cultures of the UK acquisitions were very different, they had developed as regional building societies and their footprints, portfolios and client bases were each unique. This meant that forceful and careful management would be needed to integrate the systems, processes and people in the different organisations.
Those who were going to be impacted by the change were fully briefed; risks and issues were discussed and mitigated.
In-branch teams, for example, were prepared for a variety of customer responses through the transition phase. In JanuarySantander UK was launched against ferocious economic and banking headwinds. It took 18 months to separate out every single strand of the business, from customer data, to independent functions and governance.
This was very much a case of operating from a burning platform. The entire approach had to be one of controlled urgency, there was no plan B and the leadership teams embraced the need to shift their people on to the next step as rapidly and as efficiently as possible.
Once the separation had been effected, the focus was on creating a new brand and rapidly building the business into a viable standalone operation. In the board went for an IPO that turned out to be the biggest and most successful London stock market listing that year.
Its success heralded the start of a new, post-crisis IPO era.In , Wyeth Pharmaceuticals’ manufacturing organization faced a number of challenges, requiring that it revolutionize the way its 17, people operated.
The case describes alternative methods of systemic change considered by Wyeth, the approach they implemented, and how they rolled out the changes across more than 25 sites worldwide.
CHAPTER 8 Organizational Change and Development: A Case Study in the Indian Electricity Market in order to bring about requisite and major organizational change (see Budhwar and Varma, ).
We adopted a case study research design with a mixed method approach that. Globalization of Wyeth Case Solution, During the last decade, transformed by Wyeth a holding company to a global company with the help of information technology (IT) as an important enabler. Th. The need for decisiveness and communication, the inevitable disruption, and why you’ll probably need to break down “the old ways” for successful change management Managers can learn a lot from these classic change management case studies.
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Palmer Source. Wyeth Pharmaceuticals Case Study. Posted on: February 13th, The research facility at Wyeth Pharmaceuticals has over 5, employees in a multi-building campus which includes a fully staffed conference center.