Leading Change At Simmons Essay

Joseph E. Seagram Sons, Inc., a major alcohol distilling company of its time encountered new business challenges in the 1990s; increased government regulation and taxation on liquor, the 90’s recession, decline in sales, criticism of spirits marketing, and an eroding core market as the business plateaued. The President and CEO of Seagram Company, Edgar Bronfman Jr., recognized the crisis at hand and embarked upon a new vision to reposition and redefine the company’s competitive advantage based on changing its core values. Bronfman took crucial actions to differentiate company’s products and activities by taking ownership in other various industries such as an oil company, Martell USA (cognac), Tropicana (fruit juice beverages), DuPont…show more content…

With each closing day, participants give recommendations only to see that there are no clear plans in place and lack of follow-up to their concerns. There are no connections in terms of management or leadership in this company to its implementation processes. The plan was complicated and unclear which is why it led to concerns and “recommendations” from company employees. Plainly, the executives were not asking the right questions or being proactive as these voices caught them by surprise and they were lost for words—proof it was not a well thought out plan.
Diversification should be within the capabilities of an organization; it should reside in its resources (Christensen & Overdorf, 2000), brands, and appropriate industry in which it reflects experience and knowledge. Seagram’s new vision is fitting as it is known as a beverage company, therefore should aim to be the best. So why is it that it acquired multiple alternate companies, some completely outside its industry? Random and inappropriate ownership of a non-related industry (oil-DuPont, chemical and MCA-entertainment) once—consider it a freebie, maybe even twice, but the third; MCA/Universal, an entertainment company that nowhere relates to the beverage industry does more damage than good. The resources it takes to learn the new businesses and encompass change values within Seagram plus installing those final values and culture to all newly acquired businesses is beyond cumbersome. If that is

Leading Strategies Change at Davita

3331 WordsMar 21st, 201314 Pages

Project: Leading Strategies change at DaVita: The Integration of the Gambro Acquisition Course: MGT 215 Submitted: 7thDecember, 2011

Acknowledgement ………………………………………………7 Introduction………………………………………………………..8 Synopsis…………………………………………………………9-20 Conclusion…………………………………………………………...23 Bibliography………………………………………………………….24

Acknowledgement
I would like to thank God for the strength he gave me to do this course. It was a challenge but through it all he brought me to the end of twelve weeks of studies. I would like to thank Mr. Veron Johnson for the patience and time he took to impart his knowledge to…show more content…

He recruited Harlan clever, to be the chief technology officer, David Barry to be COO (chief operating officer) and Doug Vlchek to lead the organizational change and culture building efforts. When he came to lead the company October of 1999, the organization was in a mess. It had financial operational regulatory and moral difficulties.” They were technically bankrupt, and being investigated by SEC, they were sued by shareholders, had turnovers at twice our current level, was almost out of cash and in general, wasn’t the happiest of place.”(Thiry)
Thiry and his colleagues begin assessing the talent in the company, moving people who could not perform and hiring people who could “get stuff done” (GSD remained a popular acronym in the company; being considered “good at GSD” was the highest compliment a teammate could receive) persons were sent to the billing office, to work on collections and to fix the cash flow problem. In May 2000 more than 400 clinic managers, plus people from corporate headquarters assembled in Phoenix Arizona, for the first of what has become an annual ,corporate-wide meeting. At this first meeting suggestions for a new name for the company were presented. The company’s teammates, the board of directors and senior management collectively voted to chose the new name “DaVita” which in Italian phrase which means “to give life or he/she gives life.” At this

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