IMD-4-0308 © 2009
Denison, Daniel; Lief, Colleen
GT Automotive was fuel tanks, brake and fuel line apparatus also as a worldwide leader in the production of heating, ventilation and AC products, fuel delivery systems and fuel tank fill pipes, for the automotive aftermarket and original equipment manufacturers. When he took the job in 2003, he found the work unit was resistant to change and was not clear about its assignment. Over the course of a year, nevertheless, the leadership team managed to help turn around the present corporate culture.
The achievement of the North American group initiative resulted in Kuppler’s promotion to a new place in charge of global HVAC operations. Corporate culture would certainly be an issue at the international level as well. The scattering of the influence of diverging national cultures and the work force around a broad geographic area would make Kuppler’s attempts to enhance cohesion and the effectiveness of HVAC’s global operations more crucial and more ambitious. Learning objectives: This case serve to scrutinize tangible procedures in enacting real, sustainable corporate culture change; to reproduce on the similarity and disparity in enacting a change plan in diverging circumstances; to emphasize the significance of participation of the workforce in the development of options.
Subjects: Corporate culture; Change management; Employee involvement; Team building
Settings: USA; Global; Parts for auto production; Revenues $2.9 billion; 2003-2005
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