culture and people

8/7/2019 culture and people

1/29

1

CONTENT PAGE

1.0 EXECUTIVE SUMMARY 2

2.0 BACKGROUND 3

2.1 STRUCTURE OF THE COMPANY 3

2.2 COMPANY CULTURE 4

2.3 THE NEED FOR CHANGE 5

2.4 ANALYSIS OF COMPANY 6

2.4.1 PORTERS FIVE FORCES ANALYSIS 6

2.4.2 SWOT ANALYSIS 6

3.0 STRATEGIES TO BE ADOPTED 10

3.1 CHANGE MANAGEMENT PROCESS 11

3.2 IMPLEMENTING AND EVALUATING CHANGE 14

3.3 BARRIERS TO CHANGE 17

4.0 CONCLUSION 19

REFERENCES 20

BIBLIOGRAPHY 20

APPENDIX 1 POWERPINT PRESENTATION 21


2/29

2

1.0 EXECUTIVE SUMMARY

The desire for management of Salfordia to move towards newer forms of procurement in other

to become more responsive to the needs of the industry has brought about the need to

prepare this report. It will provide appropriate analysis of the current stage of the company and

also present recommendation that will make the company better in this regard.

The first part of this report outlines the background of the company and also analyses the

current organization and culture within the company and also establishes the need for a change

process within the company. SWOT analysis and Porters five-force analysis have been for the

analysis and identification of opportunities.

It has been recommended that management should pursue diversification strategies and

vertical integration strategies to improve its standing on the construction market. It is also

recommended that management should train staff appropriately and give them the required

motivation to allow them carry out their duties very well. A reward and recognition system has

also been proposed. Managing change is a difficult process therefore the change management

process has been proposed and discussed in detail giving modes to implement and evaluate the

change. Some barriers that could be face during the implementation process have also been

identified and discussed.


3/29

3

2.0 BACKGROUND

Salfordia is a medium-sized family owned construction firm established in 1975. The company

has its office in Manchester and undertakes construction projects throughout the North West

region. Over the years, the company has stuck with the traditional method of procurement as it

has obtained all of its projects through this method and it has mainly worked on office and

industrial facilities. In its early years of establishment, the senior partners of the company were

the parents who had responsibility for all decisions; while the junior members participated in

decision making without the right to vote. The company works with a network of contractors

and suppliers with the subcontractors providing all of the labour needed for the construction

work. However, over the past few years, the company has been dwindling in its profits as can

be seen from the table below

year turnover(Million) profit loss

2007 20 300,000

2008 18 220,000

2009 16 180,000

2010 10 75,000

Table 1: annual estimates

2.1 STRUCTURE OF THE COMPANY

The company has a flexible structure, which is divided, into commercial and industrial parts. It is

characterised by short lines of command. The CEO who is the founder of the company as well

as the head of the company acts the final authority for all decisions though he acts in

consultation with the board of directors of which majority are family members. The

administrative manager ensures the success of the day-to-day activities of the company and the

chief finance officer who doubles as quantity surveyor heads the accounting division of the

company. Based on the categorization of organisations by Minzberg et al (1998), the company

can be said to be an entrepreneurial organisation because it has the following characteristics

The structure is simple, organic and lean consisting of one or a few top managers


4/29

4

The organization must be flexible because it operates in a dynamic environment The organization is often young and often small, since size too drives the structure

toward bureaucracy

The small entrepreneurial firm, controlled tightly and personally by its ownerFurthermore, Salfordia can be said to have adopted a defender orientation according to miles

et al (1978) because it has a narrow range of building types and obtains its contracts through a

single type of procurement type. The company does not involve in research and development

in other to search for new opportunities. As a result, Salfordia has not adjusted its technology,

structure and methods of operation in a long while.

2.2 COMPANY CULTURE

Salfordia have been established as a family business and therefore has values and traits which

are related to the values of the family. Management ensures that communication is open and

effective at all levels, thus ensuring a high degree of transparency within the company.

Furthermore, the company has tried in the past to motivate workers by giving then incentives

when targets are well met and this therefore boosts the morale of workers and enhances

teamwork as everybody wants to be a part of the big family picture. Within the company, the

practice over the years has been that, workers support one another towards the attainment of

company goals. Consequently, the work atmosphere is that of high commitment in which

workers give their beast in terms of time and energy and believe that the company will be

responsive to their needs and hence they feel obliged to work very hard for the company. As

such, trust levels are very high. Every worker, right from the CEO, appreciate the work of every

other person and workers therefore feel important and a part of the company as such there is a

sense of belonging and they feel accepted by those they work with and the company as a

whole. The company has therefore been seen to be dominated by trust among parties. Based

on the characteristics that have been explained above as being existent in the culture of

Salfordia, the company can be said to have a support culture (UoS , lecture package 3)


5/29

5

2.3 THE NEED FOR CHANGE

Creating change starts with creating a vision for change and then empowering individuals to act

as change agents to attain that vision. Nothing is as upsetting to your people as change.

Management has realsied the fact the company needs to be turned around if it is to return to

profitable as such there is a justified need for change in the company.

Four types of changes may be identified in a company according to Lorenzi and Riley (1999) as:

operational change affecting the way the ongoing operations of the business areconducted,

strategic change occurs in the strategic business direction, cultural changes affecting the basic organizational philosophies by which the business is

conducted,

Political changes in staffing occur primarily for political reasons of various types.As a starting point, three (3) questions have to be answered that underpin the change process:

1. Where are we now?2. Where do we want to be?3. How are we going to get there?

Answering these questions provide the basic scope that lays out the case for change and the

benefits to be gained. It is only by introducing the appropriate changes and mechanisms that

Salfordia can become competitive. It is crucial for management to develop and widely

communicate a compelling case for change. In todays rapidly changing, highly competitive

environment, the ability to change rapidly, efficiently, and almost continually will distinguish

the winners from the losers. Specific changes in an organizations internal structure and

external markets often derive from wider changes in society, economies or technology. A

review of Salfordias business activities, culture and structure above will affecte the companys

organizational structure and culture, employment pattern, conditions and internal procedures

and skills and attitude. Therefore managing these changes is a very important factor in the

success of the business. One of the most difficult problems organization face is dealing with the

change.


6/29

6

Generally, many things cause organizational change, including:

challenges of growth ,especially global markets changes in strategy technological pressures customer pressure, particularly shifting markets to learn new organizational behaviour and skills government legislation/initiatives

2.4 ANALYSIS OF COMPANY

Strategic analysis involves the research on an organisation and the environment in which it

operates to be able to formulate a suitable strategy (BNET, 2007). Two tools have been

employed in this report to give an in-depth analysis of the company; these are Porters five

forces analysis and SWOT analysis.

2.4.1 PORTERS FIVE FORCES ANALYSIS

The five forces to be analysed are

Power of clients Threats of mew entrants rivalry Substitute services Power of suppliers

Power of clients

Construction is an industry where supply is mostly and largely triggered by the demand of the

paymaster who is the client. Therefore, the client finds himself at an autonomous position

where his needs must be satisfied. They have an opportunity to request as many contractors as

they want to tender for a project so that they can select the best price and make the best deals.

The client, In recent years, has showed increased dissatisfaction levels before, during and after


7/29

7

the execution of the project and there has therefore been the search for new and more

collaborative ways of procuring projects in other to increase satisfaction levels of the entire

project team. Salfordia has always met the expectations of the clients in the projects they have

undertaken in the past, however, to remain competitive, it is very important that the company

takes advantage of the good client references and reputation it has and make use of these

newer approaches.

Threats of new entrants

The entry barriers to the construction industry are very low. The possible barriers which are

experienced in other industries like lack of access to distribution channels and switching costs

are not major barriers in construction industry though the effects can be felt in a few aspects

mostly with suppliers. Construction has been labour intensive in the past, however, recent

developments have changed this trend towards a more technologically oriented approach, and

therefore, the possible barriers to entrant could be a capital-intensive technology. However,

Salfordia itself has not been involved in the use of technology which leaves the company at a

disadvantaged position though the company has three computers which are used mostly in

administrative an accounting functions. It is important to say that compared to the cost of a

project, information technology is relatively in expensive and therefore not a great barrier to

new entrants. As has been mentioned earlier, Salfordia has obtained a high reputation for itself

over the years and has satisfied its clients adequately. With these characteristics, it is

positioned to react better as it attempts to move towards more collaborative approaches.

Furthermore, entry to the construction industry for new entrants is difficult because of vertical

integration, as companies tend to own some of the other companies in the supply chain and

therefore putting existing companies in a very competitive position with respect to

collaborative approaches.

Rivalry

The construction industry, because of the very low entry barriers, has so many companies that

vary greatly in size. The industry is very fragmented and companies have applied various forms

of competitive strategies available to remain competitive. Some of the strategies have been the


8/29

8

adoption of new technologies to allow economies of scale and the acquisition of other

companies strengths. However, the rivalry in the construction industry is ethical and non-

destructive. In other to stand up to these competitive forces, Salfordia needs to re-organise

itself and up its game taking advantage of every opportunity that has been mentioned in the

SWOT analysis. Most competitors in the industry have diversifies and work with all other forms

of procurement as w ell as on all project types.

Substitute services

As already mentioned, clients have become increasingly dissatisfied as such there have been

research into ways to better procure services for the industry. This has led to the gradual shift

from the sequential and linear form of the traditional approach to more integrated and

overlapping forms like design and build and management systems. Recently, the shift has been

towards more collaborative approaches like framework agreements, partnering and alliancing.

In other to match up with the competition in the industry, Salfordia has to move with these

shifts to win more contracts. The company is well placed to take advantage of these new forms

of approaches because of its characteristics as a family business that reveals trust and

openness.

Supplierpower

The strength of the supplier mostly depends on the extent of competition he has in regard to

his line of business. Over the years, Salfordia has ensured cordial relationship with its suppliers

and have issued prompt payments for supplier. They can therefore easily enter into partnering

arrangement with these suppliers as well in other to keep their prices more competitive

2.4.2 SWOT ANALYSIS

SWOT is an acronym for examining an organization strengths, weaknesses, opportunities, and

threats, and using the results to identify priorities for action (Ansoff, 1995). The main principle

underlying SWOT is that, internal and external factors must be considered simultaneously,

when identifying aspects of an organization that need to be changed.


9/29

9

Strengths

y Good client referencesy Good long term relationshipsy

experience

Weaknesses

y Low presence in other markety Concentration on northwesty

Low use of technologyOpportunities

y Shift towards collaborative approachesThreats

y Unstable markety Economic conditionsy Advancing technology


10/29

10

3.0 STRATEGIES TO BE ADOPTED

With over 35 years experience, the management of Salfordia have become experts in their

limited area of operation and have not searched for new opportunities outside what they are

currently practicing. The company therefore has a concentrated growth strategy, as it has not

adjusted its structures, technology and mode of operations for a very long time rather focussed

on increasing the efficiency of the existing operational modalities. The company can also be

said to be pursuing a defender perspective according to Miles et al (1987). In other to be

overcome the current problems the company the company is experiencing and become more

responsive, Salfordia needs to continually search for opportunities, come of which have been

identified in the swot analysis above. The company needs to diversify its operations to take

advantage of the new markets that are coming up in the construction industry in other to be

able to stand up to the challenges of customer demand and become a prospector Miles et al

(1987). In other to expand its line of business, the company should also embark on a vertical

integration strategy as this will allow the company to gain control of some other companies

within the supply chain.

In other to effectively use newer forms of procurement, the company has to train all workers

especially those whose operation will be directly affected by the newer forms of procurement.

Training should be continuous and the focus should be on the adoption of the collaborative

forms of procurement the have been learnt. Training is important because the workers form

the central pivot of the company and their co-operation and effective participation is very

important for the continued success of the company. Closely related to this is motivation, this

refers to the encouragement of all staff to develop positive attitudes towards the work while

allowed to use their own potential to the latter. The company should also increase a rewards

and recognition system in which members who have shown outstanding qualities and have

contributed exceptionally to the office are reward. These rewards can vary from promotions to

monetary returns.

Salfordia has invested very little in technology, as it is evident by the fact that the company has

just three microcomputers. Technology in construction is fast advancing and the company has


11/29

11

to invest more in the latest construction technologies in other to remain competitive. More

softwares have been developed which aid the planning and control of projects. Though, the

initial cost of the technology related products may be high. The cost is offset in the ease and

efficiency it adds to the companys processes.

3.1 CHANGE MANAGEMENT PROCESS

The process of managing change is concerned with how people can be encouraged and

empowered to work with the new resources; what support strategies are needed to help

overcome resistance to change; methods of consultation; the roles of mangers at different

points in change process. Change management is the process by which an organization gets to

its future state, its vision. It encompasses the effective strategies and programs to enable these

change agents to achieve the new vision.

It is proposed that Salfordia uses a 6- step process outlined below for effective change:

1) Establish a clear direction a compelling case for change, involving employees in thediscussion

2) Create clear ownership and leadership3) Communicate the case for change and progress early and often4) Create and maintain a workable change plan5) Empower broad-based action - maintain and measure progress6) Anchor new approaches

Managing change is a critical component of any major transformation. It is a necessary process

that helps companies successfully implement new strategies. Change usually involve three

aspects; people, processes and culture (Daft, 2008) as shown below


12/29

12

Fig.2 aspects of change

Management should the communication of the change; employees have to understand the

context, and the organization s clear expectations for their changed roles and responsibilities.

The crucial factor in all successful change management is the way that the people involved are

handled. It is essential that the human dimension to managing change is recognized right form

the outset. In managing change, it is important to remember that management perceptions of a

change and its effects on staff may not be the same as staff perceptions. Reality may be

markedly different to its perception. Communication is very important if change is to be

managed effectively. It is the only way to prevent rumors taking procedure over fact. If staff

have access to facts, then rumors will not be as likely to become their main source of

knowledge. Communication should be frequent, repeated, honest, relevant and most

importantly two way. It is particularly important for senior managers to be in agreement about

the process and to be seen and heard to be in agreement. Management needs to understand

that the success of any transition depends on the understanding of the challenges associated


13/29

13

with the change process and, moreover know how to successfully address them (see fig.4

below)

Fig. 3 Change Associated Issues, Mercer (2000)

Any large-scale change initiative will involve summoning support for the change from across the

organization. Staff may take a number of different roles in relation to the change process. The

change manager has responsibility for the day-to-day implementation of the change:

y Designs the change process, strategy and approach, and agrees these with the changeteam

y Takes responsibility and manages the change progress on a day-to-day basisy Designs the communication strategy and contingency plans for the changey Monitors progressy Facilitates key events to build commitment for the changey Liaises up and down the organizational structure.

The human resource strategy for managing staff through the change process will be to develop

and put in place as soon as decisions have been made, on what change is needed and before

anything is communicated to staff. Importance will be given to the human and emotional


14/29

14

aspect of change. Staff will automatically fear change and this fear will be encouraged by

rumour, worries about job security and pensions and concerns over working practices and new

management. Access to senior staff or to counseling will be available to staff who feel anxiety

about the future and their role in it.

3.2 IMPLEMENTING AND EVALUATING CHANGE

When change is mot implemented properly, it could be very costly and everlasting and actually

move the organization backwards. How you introduce change that impact on the whole

organization and the people who work in it is not easy. There are a number of issues

surrounding the process, which include but not limited to re -organizing the operation,

motivating staff staff, changing the corporate culture, changing the decision making structure

of the organization, and the quality of communication. Effective change is not imposed on

employees, therefore management should motivate and encourage to entire workforce in the

direction of the change process, convincing them of the righteousness of the process and the

goal. Managers have to be able to introduce and mange change to ensure the organizational

objectives of change are met and they have to ensure that they gain the commitment of their

people both during and after implementation. Assess the readiness of your organization to

participate in the change vision which forms the basisi of the overall plan and timeline. By

taking a systematic approach to implementing change, managers can be more successful in

taking collogues with them and achieving their objectives.

The four key factors for success when implementing change within an organization are:

1. Pressure for change demonstrate senior management is essential.2. A clear, share vision- you must take everyone with you. This is a shared agenda that

benefit the whole organization.

3. Capacity for change you need to provide resources: time and finance.4. Action and performance- plan, do, check, act, and keep communication channels

open.

Change have often failed because of the absence or presence of some paramenters, therefore,

before looking at the four factors of success, recognizing the four factors for failure in managing


15/29

15

change can help identify problems more rapidly, and can show where initial action should be

concentrated:

1. Lack of consistent leadership2. Demotivated staff kept in the dark3. Lack of capacity: budget cuts, short-term approach to investment, stressed out staff

working hard to stand still.

4. Lack of initiative to do something differentBoutall T. (1994) argues that, planning is essential prior to implementing any change. Change

planning may be carried out as detailed below:

1.

Provide clear and accurate information.

Let those affected know about the proposedchange in time for them to prepare effectively.

2. Get people involved. Give people the chance to comment on the proposed change andhelp in the planning.

3. Make the case for change. Give a clear and convincing rationale for the change andsupport this with sound evidence.

4. Identify potential obstacles to change. And find effective ways of avoiding orovercoming these obstacles.

5. Develop a detailed plan, including:y the rationaley the aim and objectives of the changey how it will be implementedy who will be involved and their individual rolesy the resources requiredy the time scaley how the plan will be monitoredy how you will know that the change has been successful.


16/29

16

From the above, the Change implementation and Evaluation Plan as outlined below has been

proposed to be adopted formanagement to ensure a successful transition

1. Present details of implementation plans to all concerned. Make sure that you briefeveryone involved, or affected by, the changes on their role in the changes and the

possible impact on their area.

2. Encourage people to seek clarification. Check on their understanding of their role andencourage them to ask questions.

3. Use resources in the most effective way. Plan carefully so that you meet the newrequirements as cost effectively as possible.

4. Maintain quality of work. Ensure that work is maintained to a satisfactory standardduring the period of change.

5. Monitor the changes. Check to see that the changes have been implemented accordingto plan and that they result in the improvements anticipated.

6. Modify implementation plans and activities in the light of experience. You may need tomodify the way you implement changes to cope with unforeseen problems.

7. Evaluate the benefits of the changes. Compare the new way of working with the old;are the benefits as expected?

8. Keep records. Keep clear and accurate records of your monitoring and evaluationactivities and the results.

9. Review the change process. Review the whole process of identifying, assessing,negotiating, agreeing, implementing and evaluating change; note ways of doing it better

next time and make appropriate recommendations to senior managers, colleagues and

specialists.

Frequent and accurate assessment of progress is essential to ensure that a change programme

is effective. Compare actual progress, in terms of product quality and quantity, with planned

progress. external measure, too, such as customer satisfaction, to chart the result of the

programme can be good measure to peformance. For most companies, sales performance,

customer loyalty, and market share are basic hard indicators of the success of a change.


17/29

17

3.3 BARRIERS TO CHANGE

People are naturally resistant to new things, and successful, long-term change wont come

easy. An individuals degree of resistance to change is determined by whether they perceive the

change as good or bad, and how severe they expect the impact of the change to be. Resistance

to change is an ongoing problem, at both the individual and the organizational levels; resistance

to change impairs concerted efforts to improve performance. Resistance to change comes from

fear of the unknown or expectations of loss. The front end of an individuals resistance to

change is how they perceive change. The back-end is how well they are equipped to deal with

the change they expect. All change involves loss. In many cases, change requires at minimum

that individuals give up familiar routines. In some cases, the loss is substantial, affecting

position, power; network of friends and colleagues suggested reasons for resistance to change

includes Loss of control, shock of new, uncertainty, inconvenience, threats to status etc.

Insufficient, relevant training, change management skills and leadership skills, can all impact

negatively on the effectiveness of any change initiative. Lack of effective leadership has been

identified as an inhibitor of effective change. The strategies for overcoming the barriers to

change are quite diverse and touch on every aspect of the organization. No organization can

begin using all the strategies at the same time or even in a short period. A better approach is to

focus on one or two until they become part of the normal way operating; i.e. until they

become engrained in peoples habits .Only then it is time to introduce another strategy. In this

way, over time the organization gradually improves its ability to learn rapidly, to adapt to new

conditions, and to embrace change. Generally speaking the principle factors that cause

resistance to change are:

y Loss of security or statusy Inconveniencey Distrust or uncertaintyy Cognitive Dissonance.

In view of the above, Salfordia could put in place the following measures in overcoming any

resistance to the change:


18/29

18

y A safe forum will be provided for staff to voice their concerns and work on the changey Communication and education to help staff appreciate the need and logic behind

proposal change.

yInvolve staff in the design and implementation of the new ways to create ownershipof the change process.

y Staff will be supported through training and counseling.

Change is generally met with enthusiasm when staff:

y Propose the change ,trust ,respect, like the group ,person proposing the changey

Are involved in the design of the design of changey feel that their opinion /views are heard, and contribute to the new realityy benefit from changey understand the organization and the wider community benefit from changey are confident about their competence in the new contexty believe the change is important and necessaryy are given support and time to adjust to changes

Change often fails to capture intended results due to the following reasons:

y Lack of a compelling case often far too little effort is put into developing the case forchange, particularly the effective involvement of employees.

y Failing to understand what change really is far too often change is still seen as asingle event, effectively moving from one steady state condition to another. But this is

rarely the reality today; change is nearly always a journey, and it can take several

iterations to get to the right structure / alignment

y Failing to engage with employees although senior managers normally develop thevision and case for change, involvement of employees or groups of employees is vital to


19/29

19

effective implementation and also solutions that will actually work! An effective balance

between top-down and bottom-up is critical

y Ineffective implementation so often implementation is seen, erroneously, as the easypart. However, in reality it is the most difficult part to get right. The real test of

implementation is how robust the organization is to deal with the challenges and to re-

adjust as necessary flexibility is critical.

4.0 CONCLUSION

It has been outlined that Salfordia has been experiencing problems. There are a number of

reasons for these problems; some are attributed to the current way of doing business by the

company and others are external factors like the global economic crunch. The current

organization and culture within the company has been analysed and proposals put forward to

enable the company to become more responsive to the client demands and return to

profitability.


20/29

20

REFERENCES

Ansoff, H. I (1995) corporate strategy: An Analytic Approach to Business policy for growth and

Expansion. New York: McGraw-Hill

Boutall T. (1996) Managing Change: Good Managers Guide. London: Management Charter

Initiative

BNET (2007) Competitive Analysis, New York CNET Networks Inc

Daft, R (2008), Organizational Theory And Design, South Western Cengage Learning, USA

Mercer D (2000) Transition Leadership: A Guide to leading Change initiatives. New York: Mercer

Delta Consulting LLC.

Miles R. E., Snow C. C. and Meyer A. D. (1978) Organizational Strategy, Structure, and Process,

McGraw Hill: New York, ISBN 0070419329, 274 pages.

Mintzberg H. (1979) The structuring of organizations: a synthesis of the research, Englewood

Cliffs, N.J.; London: Prentice Hall, ISBN 0138552703, 512 pages.

Porter M.E. (1985) Competitive Advantage: Creating and sustaining superior performance.

London: Free Press

BIBLIOGRAPHY

Mintzberg H Ahlstrand B. and Lampel J. (1998) Strategy Safari. London: FT Prentice Hall

Osterwalder, A. and Pigneur Y. (2004) An Ontology for e-business models in value creation from

e-business models. Butterworth- Heinemann.

Osterwalder, A., Pigneur Y & Tucci L.C. (2005) Clarifying Business models: Origins, Present, and

Future of the concept. Communications of AIS, Volume 15

Osterwalder, A. (2004) The Business model ontology- a proposition in a design science

approach. Dissertation, University of Lausanne, Switzerland: 173


21/29

21

APPENDIX 1


22/29

22

The structure is simple, organic and leanconsisting a few top managers

The organization is flexible The organization is small, and not bureaucratic

It is a small entrepreneurial firm, controlledtightly and personally by its owner

This slide describes the nature of Salfordia in terms of its organisation


23/29

23

Open communication at all levels

Transparency

Support High commitmentto company goals

High level of trust

As a family company, the above listed have been identified as cultural characteristics within the

company


24/29

24

Falling company figures Reduced number of projects won

The company has recorded falling annual figures as well as the fact that there is a gradual

reduction in the number of projects won by the company. These have resulted in the need for

change


25/29

25

Porters five force analysis

SWOT analysis

The above tools have been chosen to be used in the analyses of the company


26/29

26

These have been considered and discussed indetail

Power of clients

Threats of mew entrants

rivalry Substitute services

Power of suppliers

This was chosen because it extensively covers all aspect of factors that have an effect on

Salfordia


27/29

27

STRENGTHSGood client referencesGood long term relationshipsexperience

WEAKNESSESLow presence in other marketConcentration on northwestLow use of technology

OPPORTUNITIESShift towards collaborativeapproaches

THREATSUnstable marketEconomic conditionsAdvancing technology

SWOT is chosen to compliment porters five forces because it analyses the internal and external

environments


28/29

28

Diversify its operations into new areas and takeup the opportunities identified

Vertical integration to take control of comesupply chain functions

Training and motivation of staff

Invest in technology

The above have been proposed in other to turn the company around and bring it to profitability


29/29

Establish a clear direction

Create clear ownership and leadership

Communicate the case for change and progressearly and often

Create and maintain a workable change plan

Empower broad-based action - maintain andmeasure progress

Anchor new approaches

The above change management plan have been proposed to enable the implementation of the

changes proposed

culture and people

Documents