SeagramsEssay Preview: SeagramsReport this essayEdgar Bronfmans value system is in jeopardy of not being sustained due to his failure to fully transition from charismatic to instrumental leadership as evidenced by the employee questions following the values program training.
AnalysisSeagrams is currently undergoing strategic, anticipatory changes in the companys value system to competitively reposition the company to take advantage of future growth opportunities, diversify the company globally, effectively manage business processes, and increase profits. Bronfman has successfully guided the development and introduction of this new value system. However, Seagrams is lacking the instrumental leadership necessary for this reorientation to be successful. Specifically, the questions raised by management at the end of the values training program suggest that the three critical elements of instrumental leadership – structuring, controlling, and rewarding – have not been fully addressed. Without these, the new value system will not be “reinforced and institutionalized” and may fall victim to becoming “another program of the month”.
Bronfman has not structured a sufficient mechanism to ensure the value system is sustained over time. No processes are in place to handle the recommendations for action raised by participants in the training program. Good ideas are being generated, but will be wasted if there is no system to ensure they are heard and implemented. Failure to provide this process will hurt employee morale and limit the long-term relevance of the value system because old ideas will never be replaced by newer, more representative values. Additionally, employees have voiced concern about sustaining momentum and attention on values after the training program. However, there is no process in place that enables employees to keep the focus on values through meetings, additional training or a communication network. Without this mechanism, the momentum created at training programs will slow and the sustainability of the value system will be put at risk.
In addition, Bronfman has not created a controlling and rewarding system to measure the results and reward or punish the behavior of individuals. Employees are concerned that those who are “living” the values will not be recognized and rewarded. They are also concerned about how to deal with values “violators”. It is difficult to create buy-in to the values if compliance cannot be determined. Further, without an incentive to adhere, individuals will most likely be indifferent to the values. Clearly, you get what you reward and if Bronfman wants people to live the values, then he must find a way to measure and reward that behavior.
Recommendation 1 & 2 – Structuring Processes to Sustain Seagrams New ValuesThe lack of structuring processes has led to questions on how new recommendations concerning the values will be handled and how the current momentum of the program can be sustained. To create this process, we recommend that Bronfman continue to leverage its existing managerial structure by creating a “bottoms-up” feedback mechanism. Each individual employee will be told that they have the power to submit recommendations concerning the Seagrams Values. A mechanism will be put in place that enables viable suggestions to filter upward through management and ultimately reach the Seagrams Values Committee (SVC). The SVC will be comprised of two executives
: a senior VP, a Vice President, and a senior CTO. 2 . Leadership and Oversight at Site Cops In the past, these Crosby leaders were considered to be unathletic by the SVC, although they are now believed to be working with a new committee consisting of CTOs. There are the following six Crosby leaders: the CEO of CIO:
Recommendation 1 2 ‒ Structuring Processes to Sustain Seagrams New Values
3
The Crosby leadership have chosen to continue to consider different values using their knowledge of the project from their previous years while remaining cognizant of the SVC. In their efforts to improve the current SVC, CEO of Site Cops has been looking to bring in new stakeholders and to create meaningful changes to work with.
Recommendation 0˟ 1 Structuring Processes to Sustain Seagrams New Values
4
CEO of Site Cops has created a new, simplified process to review the new values in all critical phases of the project. The process utilizes input from CTOs and senior CTOs as well as feedback from community members. The process also utilizes the SVC’s existing system to present feedback to stakeholders. The process will then develop a solution solution that is consistent throughout the entire process, and allows members to take the initiative with more meaningful changes.
Recommendation 1 2 Г Structuring Processes to Sustain Seagrams New Values
5
The new process ensures that CTOs and senior CTOs have the opportunity to contribute as much feedback as possible to the new values. This system works across many different project groups, ranging from open project teams to large enterprise teams. Although the system is currently in its infancy, it will be integrated into the development and testing phases of each project. During these phases the team members responsible for producing the new value will use the new process to improve or adapt the system to achieve the intended result. The CTOs and senior CTOs can now work together to implement changes to the process and move forward in their careers.
Recommendation 0̶ 1 ₼ Building the SVC System in a Dynamic and Responsive World
7
CEO of Site Cops created a new process to demonstrate the feasibility of the project. While this process has been working with stakeholders for over a year, CTO’s and senior leaders are now starting working on a new approach to managing the feedback process. While this process is very much in the early stages, the process is expected to continue in phases and develop into a sustainable and sustainable
: a senior VP, a Vice President, and a senior CTO. 2 . Leadership and Oversight at Site Cops In the past, these Crosby leaders were considered to be unathletic by the SVC, although they are now believed to be working with a new committee consisting of CTOs. There are the following six Crosby leaders: the CEO of CIO:
Recommendation 1 2 ‒ Structuring Processes to Sustain Seagrams New Values
3
The Crosby leadership have chosen to continue to consider different values using their knowledge of the project from their previous years while remaining cognizant of the SVC. In their efforts to improve the current SVC, CEO of Site Cops has been looking to bring in new stakeholders and to create meaningful changes to work with.
Recommendation 0˟ 1 Structuring Processes to Sustain Seagrams New Values
4
CEO of Site Cops has created a new, simplified process to review the new values in all critical phases of the project. The process utilizes input from CTOs and senior CTOs as well as feedback from community members. The process also utilizes the SVC’s existing system to present feedback to stakeholders. The process will then develop a solution solution that is consistent throughout the entire process, and allows members to take the initiative with more meaningful changes.
Recommendation 1 2 Г Structuring Processes to Sustain Seagrams New Values
5
The new process ensures that CTOs and senior CTOs have the opportunity to contribute as much feedback as possible to the new values. This system works across many different project groups, ranging from open project teams to large enterprise teams. Although the system is currently in its infancy, it will be integrated into the development and testing phases of each project. During these phases the team members responsible for producing the new value will use the new process to improve or adapt the system to achieve the intended result. The CTOs and senior CTOs can now work together to implement changes to the process and move forward in their careers.
Recommendation 0̶ 1 ₼ Building the SVC System in a Dynamic and Responsive World
7
CEO of Site Cops created a new process to demonstrate the feasibility of the project. While this process has been working with stakeholders for over a year, CTO’s and senior leaders are now starting working on a new approach to managing the feedback process. While this process is very much in the early stages, the process is expected to continue in phases and develop into a sustainable and sustainable