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The subject of this case study is a highly respected United States-based multi-national company in the non-food segment of the FMCG industry. This company had been operating in Korea for 30 years, starting as a small representative sales office but transitioning into a medium-sized stand-alone subsidiary via organic growth and acquisition.
Yarra Valley Water is a shining example of how companies can become more efficient, provide better customer service and enable staff to enjoy their work and achieve a better work-life balance.
Similar to countries and the geographic regions within them, organizations and their units (e.g., departments, branches, offices) each have their own cultures — a combination of assumptions, values, norms, and customs that implicitly define the behaviors that are desirable and expected versus unacceptable and controversial within a particular environment.
Few industries have experienced the rapidity of change imposed upon the retail banking industry in the '90s. With economic conditions exerting severe pressure on interest margins, banks have had to explore alternative ways of operating—at a time of increasing costs, and in a market where the consumer has become much more aware of the products, costs, and values being provided.
A large company sought to transform its retail division into a highly responsive, customer-driven organization and, at the same time, achieve "stretch" sales goals.
The commercial property bust of the 1990s sent shock waves through many industries and, in particular, the finance industry. One of its victims is the focus of this case study. The following case study outlines the interventions taken by one of Australia's oldest finance companies to "turn around" its worst financial result in history. The measures taken by this organization, which pulled itself back from the brink of financial disaster and is today recording record profits, are presented.
Dr. Linda Sharkey, author and Executive Director of Executive Networks, Inc., was able to leverage her experience with HSI assessments when she was tasked with designing a new leadership development program for GE Financial's top 600 executives worldwide. Using Leadership/Impact®, leaders at GE were able to see their values, the impact of their behaviors on people and the culture, and whether or not their leadership strategies were aligned with business results. The program, called a "best practice in leadership development" by GE CEO Jack Welch, allowed for improved leadership performance across the organization.
In 2010 Spendvision, while successful, was suffering from an unrealistic business plan which had them trying to do too much. The Management Team was pulling in different directions and this lack of cohesion resulted in a culture of confusion and protectionism. The initial challenge for Spendvision was to have the proverbial ‘mirror’ held up to the business, as a call for action and change.
In 2000, the City of Marion recognised the need to do things differently. Incoming Chief Executive Officer (CEO) Mark Searle inherited a 12% operating deficit, an estimated staff turnover rate of more than 20% and anecdotal evidence of a poor customer service reputation. The challenge was to build the performance of the organisation, which could survive in the short term and be sustainable in the future. Focus and resource was put towards building capacity and the readiness for change.
Founded on strong family values since the 1970s, Kennards developed the first Self Storage Centre in the country, opening in 1973. It remains today 100% Australian, privately owned and family run although has grown from a seven person family business to 230 people, with 83 locations and 524,000 square metres of storage space across Australia & New Zealand.
In late 2009 Metro Trains Melbourne (Metro) was awarded the franchise to run Melbourne's metropolitan train network. The challenge involved transforming the declining level of rail service delivery and bringing four separate companies together into a single operator.
Having successfully risen through the ranks in several organisations, a senior manager was tired of the mediocrity, bureaucracy, lack of time to do things properly and the conventional approach to managing people. He wanted to be able to run his own ship, a ship where he had the autonomy and flexibility to be with his young family.
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