A year ago Company TCU decided to integrate its Canada Company into its US operations leave Canada as mainly a marketing and sales operation. This was decided in an effort to create a North America business company that will leverage resources and working capital. The change decision was initiated by the CEO and the US President, supported by the Leadership team that consisted of the Chief Supply chain officer, the VP of merchandising, the senior director of operations as well as the Canada Vice president and Merchandising and Marketing Manager Current Situation
It’s been a year since the integration started. Change has brought many challenges to certain departments as the country that is integrating its operations has different regulations in place that don’t match the current processes. Also during this change process, we have uncovered several issues that are taking extra resources and time to resolve. A bigger change has also taken place where priorities have been shifted. Work load has increased with little increase to resources and employee morale is low due to the amount of work and constantly shifting of priorities. There has been training in place however with this change a lot of processes do not exists. It’s up to the integration team to create the best practices and processes for both companies. By analyzing the Model of leading change we observe the below needs to be enforced in order to support this change 1. Communicating the Change of Vision – This particular step was not articulated properly top down so people could not clearly understand the scope of the change and the steps needed to start moving towards the change 2. Bring people along with you – Understand the pain that critical groups are going through with this change and respond to what is heard. 3. Generating Short Term Wins – A process that will help the critical groups have a sense of accomplishment and a motivation to continue to make the change 4. Recognize and Reward Contributors – A system should be in place to reward those that are contributing to make this change happen. 5. Results Focus/Follow through – Incorporate metrics that inform the team about the progress made and make people accountable for what is working but also for what is falling short Using the Influencer Model
Is evident this change could have benefited from the Influencer model where the Results should have been first measured.
Details of the Change
Up to 2013 Canada had its own product development and operations processes, they were creating, developing and sourcing their own product. Some of the major changes that both companies have experience are the following : Major Changes for Canada:
New sourcing of their products
Major Changes for US to adopt:
New product requirements for this country
New development requirements for this country
Departments affected in Canada
Departments affected in US
Progress to date:
2013 61% of their styles were Canadian items and 39% US styles 2014 41% of their styles were Canadian items and 59% US styles Target for 2016 to have 90% of their styles US Styles
Below are the specific absolutely critical groups that leaders need to intentionally engage in the change effort and the reasons why they are so critical to successfully be leading a large-scale change effort. Leaders such as US and Canada Managements have to engaged on the below critical groups in order to make a positive change effort. See exhibit #1 1. Integration Team – Middle Management
a. US Director Technical Developer – Her team take a product from conception to end b. US Merchandising operations manager - Helps trains on new systems and procedures c. US IT – needed for many programs and changes in...
Please join StudyMode to read the full document