Case Study 2 - (Ineffectual Change Attempt)
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Background to Organisation:
Largest division in a nation-wide organisation
The organisation is 75 years old and has many traditions
Division is based at one site and reports to the division's Head Office in another state; the organisation's Head Office is in Canberra
Division is in logistics and maintenance of equipment
The equipment is continually being upgraded with the latest technology
Customers are based in selected locations around the country
Main suppliers are overseas, especially USA
Annual budget of around $100 million (50% is for parts)
Staffed by around 1,200 people, and discussions are in progress to downsize staff as more work is outsourced.
Most senior staff are engineering graduates (including some post-graduates) who are well trained in the latest management techniques and the technology related to their work
Has won awards for its performance in Quality Control and Best-Practice Benchmarking
New CEO appointed to revitalise the division, and has 2 years to do this; he had spent 12 months unsuccessfully trying to revitalise the division: including facilitating sessions on Strategic Planning and Business Process Review
CEO is keen to lay the basis for permanent change management rather than the 'knee jerk' decision-making that has happened in the past
CEO's future promotion depends on revitalising the division
There are 3 main units in the division, and each unit regards itself as independent of the others
The division is facing the threat of commercialisation and outsourcing
Results of attitudinal staff survey show a disorientated workforce
A high turnover of staff
Budget continually being cut and under threat of further cuts
Your Role
To help the CEO revitalise the division and get his promotion
Timeframe is 12 months
