Peter Browning组织变革案例分析
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Peter Browning and Continental White Cap
Change Management
Team members: Nigel Mathew Hongru Wang Shengjie Li Kaidan Luo Kun Du
1 of 13
White Cap Background
3 of 13
Continental White Cap
• • • • 1926, founded by William P. White 1956, bought by Continental Can Company 1984, Continental Group merged with KMI Continental, Inc. Bob White took over the company from W.P White April 1, 1984, Peter Browning assumed the position of Vice-President and Operating Officer
14 of 13
John Kotter 8 Stages of Change
15 of 13
Creating A Climate
Create Urgency
Identify potential threats Examine opportunities
Form Powerful Coalition
Corporate Culture:
22 of 13
Conclusion & Advices
Organizational Change:
•
•
Radical surgery V.S Maintaining satisfaction
Second opportunity to “turn around”
2 of 13
Continental White Cap
• Even after merging, White family managed the organization • White Cap was rife with rituals, ceremonies and traditions • Bob White encouraged a strong sense of family among employees • In 1982, Bob White turned management over to Art Lawson • Many saw Lawson as a proxy for the whites
Change Curve
20 of 13
Qualities needed for a change
• • • • Excellent intellectual ability Leadership skill Insight knowledge of business, product and services Good problem solver
12 of 13
Develop an Action Plan
Dealing with Stark Stark representing the marketplace
• Re-position him to another department • Hold informal activities to motivate the interaction • Appointment a co-director who’s good at personnel relationship within marketing department
23 of 13
Peter Browning and Continental White Cap
Thanks for Listening
24 of 13
Reinforce the value of change
18 of 13
Peter Browning’s Change Process
Institutionalize
Coalition
Urgency Goals Comm. Obstacles
Small Consolidate wins
19 of 13
7 of 13
Browning’s dilemma at White Cap
8 of 13
Change Objectives & Time Frame
• He should open communication with his subordinates and employees and implement the objective after his appointment immediately. • He should change White Cap's culture. It could take years. • He should change the way of management to improve company's performance without threatening White Cap's image as soon as possible.
•
4 of 13
SWOT Analysis
Strength: • Loyal employees • Experienced employees • Extensive industry-based knowledge Weakness: • Slow adaptability • Aging work force • Traditional methods of operation • Stable sales
21 of 13
Conclusion & Advices
Leadership Style:
• • • • • Task oriented V.S Employee oriented Corporate culture has a crucial impact Culture change takes time Maintaining a sense of stability Setting milestones
9 of 13
Leadership Style
EmployeeOriented
Task-Oriented
10 of 13
Develop an Action Plan
Dealing with
• • • • Bob White - V.P./Executive Officer Art Lawson - V.P./Executive Officer Jim Stark - Director of Marketing Tom Green - Human Resources Manager
Don’t Let up
Keep high urgency level Analyze results
Make it Stick
Promotion & Succession Improve Process & Procedure
Develop new goals
Training & Development activities
6 of 13
Peter Browning
• In 1984, Peter Browning assumed the position of vicepresident and operating officer of Continental White Cap • After a successful turnaround of Continental’s troubled Bond Ware Division • “the jewel in the Continental crown” • Had to revitalize and reposition the division to remain preeminent in the face of competition
• Established in 1926 by William P. White and his two brothers on Goose Island. • Key areas: closure production and distribution, new product development and design of cap making and capping machinery • In 1956 the Continental Can Company bought White Cap • In 1984 Continental Group went from public to private as it merged into KMI Continental
11 of 13
Develop an Action Plan
Dealing with White and Lawson
White and Lawson representing the old guard • Express his respect and desire to work in a mutually supportive way • Show his achievement and capabilities to make himself well accepted • Explain the changing situation and need for change • Keep them informed of his actions
Capability & Diversity
Strategy & Execution
16 of 13
Engaging & Enabling
Communicate the Vision
Frequency Honest discussion Tie everytBaidu Nhomakorabeaing back to vision
Remove Obstacles
Ensure everyone is in line Recognize & Reward Quickly action
Create Short term Wins
Unambigous Related to the Change effort
17 of 13
Implementing & Sustaining
Identify the true leader Work on team Building
Create Vision
Determine the Value Develop short summary
Start honest discussions
Request support from customers
5 of 13
SWOT Analysis
Opportunities: • Wider market • Use of Continental Group’s customer base • New technologies available Threat: • Increasing competition • Cost hike
13 of 13
Develop an Action Plan
Dealing with Green Green representing the workers and culture
• • • • Provide training opportunities Reduce the number of subordinates under him Supervise Green on a weekly basis Replace him with a more efficient human resource manager
Change Management
Team members: Nigel Mathew Hongru Wang Shengjie Li Kaidan Luo Kun Du
1 of 13
White Cap Background
3 of 13
Continental White Cap
• • • • 1926, founded by William P. White 1956, bought by Continental Can Company 1984, Continental Group merged with KMI Continental, Inc. Bob White took over the company from W.P White April 1, 1984, Peter Browning assumed the position of Vice-President and Operating Officer
14 of 13
John Kotter 8 Stages of Change
15 of 13
Creating A Climate
Create Urgency
Identify potential threats Examine opportunities
Form Powerful Coalition
Corporate Culture:
22 of 13
Conclusion & Advices
Organizational Change:
•
•
Radical surgery V.S Maintaining satisfaction
Second opportunity to “turn around”
2 of 13
Continental White Cap
• Even after merging, White family managed the organization • White Cap was rife with rituals, ceremonies and traditions • Bob White encouraged a strong sense of family among employees • In 1982, Bob White turned management over to Art Lawson • Many saw Lawson as a proxy for the whites
Change Curve
20 of 13
Qualities needed for a change
• • • • Excellent intellectual ability Leadership skill Insight knowledge of business, product and services Good problem solver
12 of 13
Develop an Action Plan
Dealing with Stark Stark representing the marketplace
• Re-position him to another department • Hold informal activities to motivate the interaction • Appointment a co-director who’s good at personnel relationship within marketing department
23 of 13
Peter Browning and Continental White Cap
Thanks for Listening
24 of 13
Reinforce the value of change
18 of 13
Peter Browning’s Change Process
Institutionalize
Coalition
Urgency Goals Comm. Obstacles
Small Consolidate wins
19 of 13
7 of 13
Browning’s dilemma at White Cap
8 of 13
Change Objectives & Time Frame
• He should open communication with his subordinates and employees and implement the objective after his appointment immediately. • He should change White Cap's culture. It could take years. • He should change the way of management to improve company's performance without threatening White Cap's image as soon as possible.
•
4 of 13
SWOT Analysis
Strength: • Loyal employees • Experienced employees • Extensive industry-based knowledge Weakness: • Slow adaptability • Aging work force • Traditional methods of operation • Stable sales
21 of 13
Conclusion & Advices
Leadership Style:
• • • • • Task oriented V.S Employee oriented Corporate culture has a crucial impact Culture change takes time Maintaining a sense of stability Setting milestones
9 of 13
Leadership Style
EmployeeOriented
Task-Oriented
10 of 13
Develop an Action Plan
Dealing with
• • • • Bob White - V.P./Executive Officer Art Lawson - V.P./Executive Officer Jim Stark - Director of Marketing Tom Green - Human Resources Manager
Don’t Let up
Keep high urgency level Analyze results
Make it Stick
Promotion & Succession Improve Process & Procedure
Develop new goals
Training & Development activities
6 of 13
Peter Browning
• In 1984, Peter Browning assumed the position of vicepresident and operating officer of Continental White Cap • After a successful turnaround of Continental’s troubled Bond Ware Division • “the jewel in the Continental crown” • Had to revitalize and reposition the division to remain preeminent in the face of competition
• Established in 1926 by William P. White and his two brothers on Goose Island. • Key areas: closure production and distribution, new product development and design of cap making and capping machinery • In 1956 the Continental Can Company bought White Cap • In 1984 Continental Group went from public to private as it merged into KMI Continental
11 of 13
Develop an Action Plan
Dealing with White and Lawson
White and Lawson representing the old guard • Express his respect and desire to work in a mutually supportive way • Show his achievement and capabilities to make himself well accepted • Explain the changing situation and need for change • Keep them informed of his actions
Capability & Diversity
Strategy & Execution
16 of 13
Engaging & Enabling
Communicate the Vision
Frequency Honest discussion Tie everytBaidu Nhomakorabeaing back to vision
Remove Obstacles
Ensure everyone is in line Recognize & Reward Quickly action
Create Short term Wins
Unambigous Related to the Change effort
17 of 13
Implementing & Sustaining
Identify the true leader Work on team Building
Create Vision
Determine the Value Develop short summary
Start honest discussions
Request support from customers
5 of 13
SWOT Analysis
Opportunities: • Wider market • Use of Continental Group’s customer base • New technologies available Threat: • Increasing competition • Cost hike
13 of 13
Develop an Action Plan
Dealing with Green Green representing the workers and culture
• • • • Provide training opportunities Reduce the number of subordinates under him Supervise Green on a weekly basis Replace him with a more efficient human resource manager