Leading Change At Simmons A Mika
Zefang Mika Lu Section: 81
Leading Change at Simmons (A)
1.
Should Simmons implement the GGOL program? If so, how would you justify the $7.2 million investment to the New York investors? If not, why not and what would you do instead?
The Great Game of Life (GGOL) was the step taken in this regard. The GGOL was a program that was designed to encourage teamwork and enhance team performance. Teams were made to perform tasks that would have individually, so far, been impossible to do. The purpose was to reiterate the virtues of interdependence, coordination and coexistence. Tasks that seemed daunting were made simple by teamwork and encouragement. The employees were motivated by these experiences and extend it to their work as well. The purpose was to enhance inter-team and intra-team interaction in order to facilitate improved customer satisfaction. It was more like a team-training exercise that aimed at developing interpersonal skills and cohesion and thus aimed more at group processes than content tasks. The process was thus targeted to provide development to the employees than just training.
However, this approach faced stiff resistance since its implementation because of completely revamping the company’s dictatorial form. Further, several plant managers resigned since they did not wish to participate in the program. Also, Eitel knew that it would be extremely difficult to convince Fenway partners that the company wanted to incur a $7.2 million expense over three years in order to implement the training program.
It was finally decided to initiate the process at the Charlotte plant- infamous for its poor culture and dictatorial practices. Thus, plant manager Bill Wagner implemented GGOL at the senior leadership level of the plant at the end of 2000 with its successful reception, and his team continued rolling it out to the rest of the employees. It
Leading Change at Simmons (A)
1.
Should Simmons implement the GGOL program? If so, how would you justify the $7.2 million investment to the New York investors? If not, why not and what would you do instead?
The Great Game of Life (GGOL) was the step taken in this regard. The GGOL was a program that was designed to encourage teamwork and enhance team performance. Teams were made to perform tasks that would have individually, so far, been impossible to do. The purpose was to reiterate the virtues of interdependence, coordination and coexistence. Tasks that seemed daunting were made simple by teamwork and encouragement. The employees were motivated by these experiences and extend it to their work as well. The purpose was to enhance inter-team and intra-team interaction in order to facilitate improved customer satisfaction. It was more like a team-training exercise that aimed at developing interpersonal skills and cohesion and thus aimed more at group processes than content tasks. The process was thus targeted to provide development to the employees than just training.
However, this approach faced stiff resistance since its implementation because of completely revamping the company’s dictatorial form. Further, several plant managers resigned since they did not wish to participate in the program. Also, Eitel knew that it would be extremely difficult to convince Fenway partners that the company wanted to incur a $7.2 million expense over three years in order to implement the training program.
It was finally decided to initiate the process at the Charlotte plant- infamous for its poor culture and dictatorial practices. Thus, plant manager Bill Wagner implemented GGOL at the senior leadership level of the plant at the end of 2000 with its successful reception, and his team continued rolling it out to the rest of the employees. It