Essay Case Study
Essay on Case Study
I. Introduction (500 words) [pic]A. Premise/Thesis (100 words)
The change program could have been much shorter and less painful if thought from the culture change perspective rather than from the structural change point of view.
[pic] B. Statement of points (400 words)
* The depth of the need of culture change has been underestimated when the first five years program was designed. Even if potential cultural issues were considered, the initial approach was not aiming to address them and counted largely on the wide implication of unions for getting the buy-in at local level.
* The structure put in place in the first two years became somehow redundant and overlapping after the new structures were initiated starting with 1999. Therefore, despite few initiatives, the leadership and the buy-in aimed at the grassroot level became less important as compared with the increased up-down leadership supported by the plan, which gained more champions both at senior and middle management level. Even if at the beginning well involved at LSC levels, workers’ involvement lost weight in leadership implication over the course of actions. Therefore, the down to top process was only partially successful, by still involving unions in finding solutions to culture issues and other few intiatives to mention.
* Vision, clear success objectives and frequency of measurements and defined responsibilities were not in place. Objectives were not set and agreed from the beginning and throughout the process. This made it harder to evaluate the success or failure of different actions on a timely manner and to direct resources in a more structured rather than contextual way. Vision and measuring indicators (both quantitative and qualitative) became apparent with the arrival of the new president in 2003 and the creation of the utility wide culture subteam.
II. Body
[pic]A. Program Length (500 words)[pic]
[pic]B. The overlap of the initial LSC/LOB structure
I. Introduction (500 words) [pic]A. Premise/Thesis (100 words)
The change program could have been much shorter and less painful if thought from the culture change perspective rather than from the structural change point of view.
[pic] B. Statement of points (400 words)
* The depth of the need of culture change has been underestimated when the first five years program was designed. Even if potential cultural issues were considered, the initial approach was not aiming to address them and counted largely on the wide implication of unions for getting the buy-in at local level.
* The structure put in place in the first two years became somehow redundant and overlapping after the new structures were initiated starting with 1999. Therefore, despite few initiatives, the leadership and the buy-in aimed at the grassroot level became less important as compared with the increased up-down leadership supported by the plan, which gained more champions both at senior and middle management level. Even if at the beginning well involved at LSC levels, workers’ involvement lost weight in leadership implication over the course of actions. Therefore, the down to top process was only partially successful, by still involving unions in finding solutions to culture issues and other few intiatives to mention.
* Vision, clear success objectives and frequency of measurements and defined responsibilities were not in place. Objectives were not set and agreed from the beginning and throughout the process. This made it harder to evaluate the success or failure of different actions on a timely manner and to direct resources in a more structured rather than contextual way. Vision and measuring indicators (both quantitative and qualitative) became apparent with the arrival of the new president in 2003 and the creation of the utility wide culture subteam.
II. Body
[pic]A. Program Length (500 words)[pic]
[pic]B. The overlap of the initial LSC/LOB structure