Operational Challenges Identified in Andina Bottling Case Study

INTERNATIONAL PROFESSIONAL MANAGER’S ASSOCIATION – UK POST EXPERIENCE PROFESSIONAL QUALIFYING AND LICENSING PROGRAM

COURSE 1:

PROGRAMME EXAMINATION FOR STRATEGIC ISSUES IN CHANGE MANAGEMENT & ORGANISATIONAL TRANSFORMATION (ODCM)

NAME: IFEOMA EMEGOAKOR

IPMA/ARLG/PEPQP-OOE//19201

CLASS NUMBER 194

2ND FEBRUARY 2019

QUESTIONS 1

STATE SOME OF THE CHALLENGES TO CHANGE MANAGEMENT AND ORGANISATIONAL TRANSFORMATION

• Political Issues

• Economic Issues

• Fear of the unknown by the stakeholders, e.g – loss of job, revenue, goodwill, power, relevance etc.

• Customs & Traditional Differences

• Religion Differences

• Unfavorable Government Policy

• Inadequate Information on the nature / process / benefit of the proposed changed to each stakeholder

• Existing contract such as unexpired rent

• Existing legal obligations e.g union agreement, 3rd party interest on properties and resources

• Lack of adequate expertise

QUESTION 2: 

STATE SOME OF THE PRACTICAL STEPS TO OVERCOME THE CHALLENGES TO CHANGE MANAGEMENT AND ORGANISATIONAL TRANSFORMATION

• Proper identification of the purpose

• Objective of the proposed change

• Proper and detailed identification of all stakeholders in the proposed change and transformation

• Proper analysis of the benefits and risks (challenges) of the proposed change to each stakeholder and how to overcome or mitigate them

• Proper articulation of the implementation strategies to be used for the proposed change and justification/comparative advantage of the adoption of those strategies.

• Proper and comprehensive plan of how to sell the proposed change to all stakeholders to secure their support and approval.

• Identification and designation of the chief driver for the proposed change programme

• Setting up of strategic change implementation and management team that will co-ordinate and drive the proposed change with the chief driver.

• Constant briefing of all the stakeholders as the change process is about to begin, begins and progresses notwithstanding of securing their initial consent in order to reinforce their confident and eliminate or nullifying re-occurring damaging

• Reports from envious detractors/saboteurs, both formally and informally and at different fora.

QUESTION 3: 

DESPITE BEING PERCEIVED AS AN INEXPERIENCED YOUNG GIRL, IN A MALE DOMINATED SECTOR, EMMA SUCCEEDED AS A TRANSFORMATIONAL LEADER, BEYOND EVERYBODY’S EXPECTATION. DISCUSS THE STRATEGIES THAT EMMA USED TO SUCCEED IN THE CONTEXT OF THE ABOVE AS A TRANSFORMATIONAL LEADER (SOURCE: FROM THE ALICE IN WONDERLAND CASE STUDY ATTACHED) 

This case study (Alice in Wonderland) told us about Emma van Nijmegen who was appointed to lead Luijk & Van Vaest (LVV) which its core business was the collection and distribution of goods and parcels (providing general logistics solution) to the customers. LVV was considered a typical male-dominated industry land transportation business and was completely new to Emma. I also understood that the situation in LVV prior to Emma was a rocky one and described as the management team was not a team at all. Staff were pushed to do work they didn’t believe in, working under pressure without trust in their management team. The LVV was very fossilized and hierarchical in the way it was run, and there was a huge communication gap between the head office and the regional offices. To make it even worse, people warned her that it was one great snakepit (highly political, no cooperation) and they thought she was a woman, too young, and don’t know the business, so how can she turn it around?

However, Emma coming to the helms of affairs as the new Managing Director of LVV proved them wrong and sets a number of strategies decisions that transformed LVV from an unprofitable organization with a barley functioning management team to a very profitable market-focused organisation. Below are a number of strategies that she applied:

1. Curiosity and desire to learn new and better ways of doing things from the bottom to the top, including from drivers and floormen.

This could be seen from her first day at work as the New Managing Director of LVV, she started to meet with as many people of LVV as possible. She listened and talked to them, travelled round the country to all the local sub regions and sat down with the management teams. She made it clear that people could tell her everything what went wrong in the past, how they saw the future, and what should be changed. Emma needed to know what was going on in the company at all different levels. This could be seen on her first day when she joined the LVV package delivery driver Sjef de Koning, during his daily routine delivery duty. She was very curious, asking him questions about his daily routes, his customers, and what he thought of LVV. She also rode along with parcel delivery drivers for a day in different sectors, and to work with the parcel sorting personnel in the hubs and terminals. This was a great opportunity for her to learn what was important for them, how they looked at LVV, what they thought about the company, and how they saw their own lives interacting with the working environment. With this she really listened to them, and they in turn got the idea that they could tell her honestly about what worried them