IMD-3-1772 © 2006
Malnight, Thomas; Keys, Tracey
Two managers are trading e-mails about an offsite meeting which the business’s management team has just returned from – enthused about some new “battles” (change priorities) that they have developed. The supervisors expect these new initiatives to run out of steam “as usual” and need to ensure their best folks are not redirected to working on these initiatives. One of many managers then joins the Q&A session to hear about the conflicts the organization will pursue. Initially he is more preoccupied with the issue he's with his external vendors in getting a fresh product to market. He learns that one of the battles targets distribution partners.
There's a history of failed initiatives in this region; although he's fantastic for the situation to enhance and he's sceptical that things can change. Learning objective: This case is made to encourage discussion of the challenges in engaging an organization behind a planned change schedule. In particular; how do you begin to increase buy in from managers that have experienced changes that are routine and may be sceptical about the new change schedule.
Subjects: Strategy; Change; Must-win battles
Settings: Europe
Winning Back At The Office A Here We Go Again Case Solution
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