Discussion post questions

2 discussion posts questions with sub questions , each one needs reference.

So 6 reference total answer can be short and direct to the point.

1.) What Else Is Going On Out There?

Using the Wall Street Journal, or another reputable news source, locate and post an article published in the last 12 months about an organization undertaking a change initiative.

What was the driver for the change?

What was the nature and scale of the change initiative?

Was it a change in leadership? Strategy? Structure?

Did it impact the entire organization, or was it primarily focused on one region or business?

Was the change initiative undertaken with a "people first" agenda? How can you tell?

Is there any mention of steps taken during the change that indicate the use of a particular change model to support the initiative? Explain.

What stage is the change at now? What wins have been secured so far, and what still needs to be done?

2.) Managing Complex Change

As you explore different types of change initiatives (e.g., large-scale enterprise transformations, strategy, M&A, crisis/emergency, operational/technical change), and the characteristics and challenges of each, answer the following questions:

Which of these are part of the "Merging American Airlines and US Airways" case?

Based on your readings, as well as your own experience, which of these change initiatives are the easiest to successfully implement, and which are the most difficult? Why?

Based on the examples in the case, and drawing on the course materials as your as well as on your own experience, are there some types of change initiatives that HR should stay out of? What are they and why?

3.) Telling It Like It Is

A challenge that leaders often face during change initiatives such as mergers, acquisitions, or restructuring is balancing the desire for open communication with protecting confidential information that cannot be broadly shared. Share your insights on the two questions below based on the course materials, as well as your own professional experience:

How do you lead others to embrace and support change when rumors are flying and there is a potential for job losses or other negative outcomes?

Role Model Management is a theme that has surfaced several times in our course. It is a foundation of Jack’s canon of leadership. What can we, as change leaders, leverage from this principle to build trust during times of disruptive change?

New business adventures

COMPANY NAME: Tio Foods

Headquarters: Wynwood

Concept: Tio Foods is on a mission to reinvent soup. Ditch the spoon, get rid of the bowl, forget about the mess: Its first product line, Tio Gazpacho, is soup that is as convenient as it is delicious, offering single-serve bottles for a premium organic light lunch or healthy snack on the go.

Story: Austin Allan lived in Spain for four years in the early 2000s and fell in love with gazpacho. He returned to the U.S. and worked at a startup in Washington, D.C., and then later for a large bank in New York, but he never found his calling. In 2012, he left his career and New York City behind to move to Miami to start a gazpacho company — with no food industry experience.　

“I am passionate about this product because it is a game-changer for the soup industry. We make a product that is certified organic, harms no animals, creates little waste, can be consumed on the go, and is going to shake up the soup industry,” Allan said. “Gazpachos are the first of many products that we are going to offer that will change people’s perceptions about soup.”

Tio Gazpacho has wholesale distribution in 14 states; it also has direct distribution in all 50 states through tiogazpacho.com. Its biggest customers are Whole Foods, FreshDirect.com, King’s Markets, Balducci’s and Shop-Rite. The company works with UNFI and Kehe, two of the largest distributors of natural, organic and specialty foods in the U.S., and is actively working to expand distribution in Florida and the Southeast.

Launched: Company founded in January 2013; first product launched in September 2014.

Management team: Austin Allan, founder, CEO and Totally Important Officer. Carolina Braunschweig, VP of sales.

Number of employees: Four.

Website: www.tiogazpacho.com.

Financing: Allan invested $100,000 of personal funds to start the business, then raised $325,000 in a friends and family/seed round that closed December 2014. Currently raising $500,000 through CircleUp: https://circleup.com/c/tio-gazpacho/

Recent milestones reached: CEO was chosen to participate in a two-year emerging brands forum organized by Coca-Cola. Won a Best of East award at Natural Products Expo East, the largest organic food trade show on the East Coast. Drinkable soup named as one of the hottest food trends of the year by the Specialty Food Association (organizers of the Fancy Food Shows), SELF Magazine and CNN Money.

Biggest startup challenge: Without having a finance background, Allan said convincing investors that the concept was financially viable was a huge challenge. He spent the summer updating his business plan with the help of his advisors to show investors why this is a winning proposition. He turned to Circle Up to attract the interest of investors who want to write smaller checks. “And Circle Up is a great way to market your business in the investment community,” he said.

Next step: Launching a Watermelon-Cilantro Gazpacho in early 2016, and in the planning stages of an entirely new line of chilled soups (that are not gazpachos) in mid-2016. West Coast expansion in early 2017.

Strategy for next step: “I have assembled a rock-star team of food industry veterans that are advising me every step of the way,” Allan said. They include Eric Schnell, founder of Steez Tea, and Debbie Wildrick, a former Tropicana executive.

1.) Adaptability

After an initial period of selling, Austin changed the way in which he branded his product. Answer the questions below about innovation and adaptability:

What prompted Austin to change the branding for his product?

How would you adapt your product or service idea to your customers' expectations?

Is adaptability as important for an intrapreneur as for an entrepreneur? Explain.

2.) Branding

Austin took some time to define the essential brand for Tio as a drinkable soup that replaces a meal. According to Heaton, "Branding is the expression of the essential truth or value of an organization, product, or service."

Think about branding in relation to your "big idea" and answer the prompts below:

What is your initial concept of the brand you would like to create with your new idea?

What questions or uncertainties do you have about the brand you would like to create?

What ideas can you take from the Tio case that could help you to better define your brand?

3.) The Benefits of Partnerships

Austin discusses the benefits of two major partnerships, one with General Mills and one with ThinkFoodGroup. Think about Austin's experiences with these partnerships, and then answer the questions below:

What differences do you see between Austin's two major partnerships?

Which partnership do you think has provided the greatest benefit for Tio so far? Why?

How can you identify prospective partners and early adopters for your "big idea"?

What have you learned from the Tio case to help you develop strong partnerships in the future?