Dension Organizational Culture Survey Case Study 3- Major Manufacturer Divisional Leadership Team

Major Manufacturer Divisional Leadership Team

• This division lost 72% of its market share over the past fifteen years
• Brand new product line is the best they have had in two decades
• New General Manager, brought in from a more profitable sister division, has been in place for almost a year
• Clearly stated goals: Increase market share, make a profit
• Recent history has been one of constantly changing directions, strategically and tactically
• Profile reflects General Manager's and Direct Reports' perceptions of the organization

What can you tell about the organization from this profile of the top managers' perception of the organization?

What do they need to concentrate on to get things turned around financially?

What do they need to concentrate on to halt the decline in market share?

What role does the leadership team need to play?

Company Background

• New General Manager is the third in five years
• He brings in a much more enlightened leadership style than previous GMs
• Larger organization is willing to support a turnaround effort, but there must be measurable progress within a year
  
• Employees are still fiercely proud, but discouraged
• A new marketing director has been brought in from outside and has quickly established respect within the organization for his expertise and for being a team player
• Top management quote: "We have lost our way."