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Case Study - OCM

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21 views

Case Study - OCM

Uploaded by

vale no
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Case study "Welcome Aboard

(But Don’t Change a Thing)" by


Eric McNulty
Date @December 18, 2024

https://hbr.org/2002/10/welcome-aboard-but-dont-change-a-
Description thing

1. Establishing the Characters


Key Players:

Cheril:

Strengths: Knowledge, skills, abilities (KSA).

Needs to develop a SWOT analysis of her role.

Focused on interpersonal skills and leadership style.

Mark:

Concerned with job security; holds an egoistic or personal viewpoint.

Deep knowledge of the business but attached to the status quo.

Willy:

Resistant to change; lacks ambidexterity.

Biased toward relatives in the company.

Lacks the ability to balance current efficiency with future adaptability.

2. Key Questions
Is the CEO pushing too much change too quickly?
Breakdown:

Is the pace of change overwhelming employees?

Case study "Welcome Aboard (But Don’t Change a Thing)" by Eric McNulty 1
Has the CEO communicated the goals effectively?

Are the stakeholders ready for this transformation?

Does the organization have the capacity to adapt at this pace?

3. Problem-Solving Approach
Step 1: Identify the Challenges

1. Cultural Resistance:

Change agents face challenges in traditional organizations.

Status quo creates significant friction.

2. People and Communication Issues:

Leadership not on board.

Goals and vision poorly communicated.

No relationship-building or engagement with unions.

3. Branding Concerns:

"I don't want to overlook the branding issues. If people think we're not an
American company any longer."

4. Capabilities:

Lack of interpersonal and adaptive leadership skills.

Step 2: Root Cause Analysis

Lack of alignment among leadership.

Fear of job insecurity among employees.

Failure to address biases (e.g., Willy's favoritism).

Lack of a clear "North Star" vision to inspire and unify.

Step 3: Stakeholder Analysis

Key Stakeholders:

Leadership team.

Employees at all levels.

Case study "Welcome Aboard (But Don’t Change a Thing)" by Eric McNulty 2
Union representatives.

External partners/customers (concerned with branding).

Behavior and Motives:

Mark: Focused on self-preservation, reluctant to embrace change.

Willy: Protecting personal interests, resistant to adaptability.

Employees/Union: Fearful of outsourcing and change impacting job


security.

4. Proposed Solutions

(As-Is Analysis to To-Be Recommendations)


Short-Term (0-3 Months): Build Trust and Understanding

Address Branding Concerns:

Communicate the value of change while preserving the company’s


identity.

Engage Stakeholders:

Conduct company-wide town halls and surveys.

Create a "North Star" vision that inspires trust and alignment.

Build Alliances:

Form a taskforce of key stakeholders to champion the change.

Communicate Small Wins:

Pilot outsourcing projects with clear SWOT analysis and measurable


results.

Leadership Alignment Meetings:

Resolve biases, particularly Willy’s favoritism.

Mid-Term (3-12 Months): Implement Change Thoughtfully

Training Programs:

Leadership and employee upskilling to prepare for cultural evolution.

Case study "Welcome Aboard (But Don’t Change a Thing)" by Eric McNulty 3
Strengthen Communication:

Regular progress updates through surveys, newsletters, and feedback


loops.

Accountability Measures:

Set clear metrics for success and ensure leaders are held accountable.

Long-Term (1-3 Years): Sustaining Growth and Cultural Evolution

Sustain Change:

Focus on embedding adaptability into the company culture.

Regular evaluations to track progress and fine-tune strategies.

Cultural Ambidexterity:

Develop systems to manage current operations efficiently while remaining


adaptable for future demands.

5. Notes on Organizational Ambidexterity

Defined as "an organization's ability to be efficient in managing today’s


business while being adaptable for future demands."

Willy lacks ambidexterity, which is critical for balancing the present with future
needs.

6. Action Plan Breakdown

1. Short-Term (0-3 Months):

Engage stakeholders and establish communication channels.

Address immediate branding and trust concerns.

2. Mid-Term (3-12 Months):

Implement training programs and leadership alignment.

Measure and evaluate progress regularly.

3. Long-Term (1-3 Years):

Sustain growth and ensure cultural evolution.

• • Foster ambidexterity for long-term success.

Case study "Welcome Aboard (But Don’t Change a Thing)" by Eric McNulty 4

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