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Consulting Proposal #1
Liberty University
BMAL 504 – Leading Organizational Change
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Definition of Project:
As the CEO of Seagram, the initiative taken to revamp the company is a commendable
one. Change is necessary because the company desires to increase profits through several
different ways. Recognizing the change would not work until the culture and the processes are
changed. The key elements of this change process is the recognition that creating new values for
the company will ultimately help the business achieve its desired goals. The current
characteristics of the company are individualism, entrepreneurship, authority, functional pride,
and personal relationships (Jick & Peiperl, 2003, p. 256). Are no longer effective and change is
necessary in order to obtain the goal of increased profits through global expansion, reengineering
and diversification (Jick & Peiperl, 2003, 256).
Diagnosis of current situation:
Seagram is currently in need of revamping its process due to the recognition of a need for
value restructuring in order to increase business practices and maintain relevant in the business.
The business is learning how to be innovative, cooperative, communicative, and customer-
focused (Jick & Peiperl, 2003, 257). Addressing the leaders initially and the employees was a
key step in the development of the values processes. Values of Customer Focus, Respect,
Integrity, Teamwork, Innovation, and Quality were given (Jick & Peiperl, 258). Introducing the
values to the company to include a personalized communication cascade, a 360-degree feedback,
and process for the senior executives, and a training program (Jick & Peiperl, 258). The 360°
feedback has been linked to several positive outcomes like improved performance, better
interpersonal communication and smoother work relationships (Rai, H., & Singh, M., 2013, p.
56). In the focus groups in the communication the values participants felt strongly that they did
not want another ploy of feel good fly by night program, they desire real changed from everyone
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in the company. This view of the company is a dim one and the outlook of the employees must
change. There is a lack of enthusiasm because of the past initiatives that were offered to bring
change were not followed through. The mindset of the employees must shift in order for real
change to occur. A way to build trust within the organization is to share processes (Jick &
Peiperl). Giving the employees insight on the strategies and allowing feedback would be a great
process to establish a form of trust. A 360-degree process was developed because of the
feedback from the communication efforts and surveys were implemented. Lastly training was
implemented to introduce the values. The managers training focused on the six core values, best
practice applications and how to live the values at Seagram on a daily basis (Jick & Peiperl,
2003). The culture change process would be effective to date if there would be follow through
on behalf of the leadership. Driving the culture change through implementing the process giving
clear steps and truly listening to the concerns of all is how the leadership succeeded in the
forward movement of the values initiative.
Recommendation:
The recommendation to the CEO of Seagram is to continue to follow through with the
changes that have been implemented consistently. Also, it is imperative to follow through with
the feedback given from the leaders and participants. The current situation is favorable because
processes are moving in a positive direction. Taking the time with employees to understand
concerns and give feedback is good as long as follow through is definite. Considering that
changing the culture heavily relies on the values strategy a series of several workshops for
everyone involved would be beneficial. Bringing in an expert on values and restructuring could
greatly influence the employee outlook on the company. The employees need to hear, see, and
feel change in order for the changes to be effective. The leaders also play a vital part in the
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entire process. If they are positive, willing and accepting of the changes then the employees will
follow suit. In addition, the employees would benefit if the leaders were motivated and if the
motivated the employees. The success or failure depends on the managers' abilities to mobilize
employees and to shape their attitude towards their tasks in order to achieve organizational goals
by using motivating methods and tools (Raus, 2013, p. 76). The workshops will have a positive
effect on the business and serve as the motivation needed to structure change. Higher the
motivation of the employees, greater the results or the performance of an organization are
(Kirovska, Z., & Qokn, N., 2014, p. 1857). The mindset of the team must change in order to
bring success to the values strategy.
Implementation Plan:
An implementation recommendation would be to obtain a values support team to help
with the follow-up and implementation of processes would be beneficial in order to refrain from
dropping the ball on all of the desired changes. The values support team could also decipher
through all of the changes that are not beneficial before they are presented to senior management.
Obtaining qualified individuals on this team would save time and effort on the part of
management. It would also ensure that the employees concerns were heard and addressed. In
addition to this the values support team would be ensuring the values processes are carried out.
In regards to punishing values violators, the business would benefit from a quality control
program. This program would consist of persons who are familiar with the values and guidelines
of the new values. The quality control team would serve as a checks and balances for the
company. Everyone in the company would be monitored and evaluated by performance. If the
evaluations are negative then a one on one implementation plan will be executed. Depending on
the severity of the lack of cooperation of the values initiative, the employee could be terminated.
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A three strikes rule would be best. Those with positive performances should in fact be rewarded
monetarily. In addition, several incentives would be offered in order to give the workers of
Seagram something to work towards in the term of values. Employees could be evaluated on an
individual basis or a team effort would be productive. In working together on a team, the
employees could hold each other accountable and team-based incentives could be implemented.
Team incentives can have a positive effect on the employees by positively changing a workers
effort (Bandiera, O., Barankay, I., & Rasul, I., 2013, 1079).
Summary:
As CEO of Seagram, it has been recognized that growth and expansion is a desired goal.
With the vision to change the core values of the company, this goal can be obtained. In changing
the values it is vital to follow through with whatever plans have been implemented. Support in
the change processes for the leaders as well as the employees is essential. Holding the
employees of Seagram accountable for the changes by implementing a values support team and a
quality control team would be the best solution in order for processes to run effectively. This
will have a very positive impact on the business and the growth desired will be accomplished.
References
Bandiera, O., Barankay, I., & Rasul, I. (2013). Team incentives:evidence from a firm level
experiment. Journal Of The European Economic Association, 11(5), 1079-1114.
doi:10.1111/jeea.12028
Jick, T., & Peiperl, M. (2003). Changing the Culture at British Airways. In T. Jick, & M. Peiperl
Managing Change. New York City: McGraw-Hill Irwin
Kirovska, Z., & Qokn, N. (2014). System of employee performance assessment, factor for
sustainable efficiency of organization. Journal Of Sustainable Development (1857-
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8519), 5(11), 25-51.
Rai, H., & Singh, M. (2013). A study of mediating variables of the relationship between 360°
feedback and employee performance. Human Resource Development International,
16(1), 56-73. doi:10.1080/13678868.2012.740797
RAUS, A. (2013). Work motivation in post-secondary schools of public order and safety sector.
Managerial Challenges Of The Contemporary Society, (6), 76-80.
