In addition to this, each division of the company has its own goals and was also responsible for all of its operations including production sales and finance. In spite of successful implementation of the restricting process, the financial results of the company in the financial yearwas unsatisfactory. In addition to this, the company reported an unexpected net loss of
A founder-led business, it is based in Kirkaldy Scotland with sales and development offices in London, Singapore and Manila.
Following a review, Paywizard took the decision to capitalise on technology and market advances, in the process changing its focus from business process outsourcing BPO towards the provision of a subscription, billing and CRM platform for pay-TV service providers.
At the same time the introduction of new board members added a fresh impetus to a strategy of international expansion, taking its world-class customisable platform to a new audience. The new strategy resulted in a reduction in headcount by a factor of ten, leaving staff working out of two main offices.
Whilst the residual employee base was loyal to the business, any shift of employee numbers, whether from restructuring or merger, inevitably results in a degree of uncertainty and tension.
Taken alongside a change in strategy and service provision, it was inevitable that the existing business culture and engagement model no longer fitted the new proposition. In fact, had a change not been forthcoming then legacy processes, procedures and attitudes could have severely impacted the chance of a successful transition to the new strategy.
Having undertaken some initial exploratory work, the executive team invited Culture Consultancy to work with it in order to design a culture which would support the strategy and growth plans of the business.
This would include defining, developing and integrating a refreshed mission, vision and values suite in support of the new strategy.
Key to success was the ability to capitalise on the existing Paywizard strengths, including the expertise of its employees, many of which had been with the company for over ten years.
This intelligence was then used to create a two-day workshop for the executive team with a view to defining a new statement of mission, vision and values. Within the workshop we facilitated the executive team in developing the case for change as well as articulating the benefits of change.
This included developing an understanding of the behaviours which could be associated with each value as well as agreeing priorities for culture change.
Following the initial workshop we supported the executive team in communicating the proposed new mission, vision and values to their wider teams and soliciting feedback.
This resulted in a further workshop which finalised the new strategy, taking account of the input from colleagues across the company.
The next step was to understand the gap between the current operation and the ideal state as described by the newly agreed mission, vision and values.
The creation of a benchmark enabled us to have meaningful discussions with senior managers across the company with a view to building an understanding of the Paywizard culture change challenge. The Culture Consultancy culture alignment checklist enabled us to shape a gap analysis as a prelude to a workshop in which managers were challenged to shape and deliver implementation work streams which would embed the new culture.
This enabled managers to not only build their understanding of the new culture but also create a strategic roadmap which would accelerate the delivery of new ways of working across the organisation. The workshop resulted in the creation of five activity work streams which have enabled managers to take responsibility for leading the culture change implementation.
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The IUP Journal of Business Strategy, Vol. XII, No. 1, . Culture development to support strategic delivery. The Paywizard executive team therefore identified a need to review the company’s culture in order to ensure that it would support the strategic international growth of the business, including the shift from service operation to solutions provider.
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Case 21 Adidas—Will Restructuring Its Business Lineup Allow It to Catch Nike? Assignment Questions 1.
What is adidas’ corporate strategy? Was there a common strategic approach utilized in managing the company’s lineup of sporting goods businesses prior to its restructuring?
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