Group Discussion 2-2
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University of Florida *
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530
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Philosophy
Date
Feb 20, 2024
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docx
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2
Uploaded by nickhowell95
Evaluate the organizational culture and identify the problem
The “employee first” philosophy that was employed by EBS at its conception is one that I feel lost its meaning as the organization grew and changed. In its infancy, EBS prioritizes its employees and allows an engaged workforce to drive results. This free-flowing exchange of ideas was designed to continuously improve the way things were done and empower EBS employees to take some creative liberty when solving problems. The first problem came with EBS China being established and Anne Lee being appointed to the launch. It is noted that while Lee could discuss ideas with both HQ leaders and the engineering team, she was often intimidating and confrontational. This style of leadership and communication can drive results but appears to be the first step away from the “employee first” philosophy. The second obvious problem came with a dramatic change in leadership when EBS China was transitioned from a R&D hub to strictly manufacturing. The centralization of R&D within the US
was likely viewed as a vote of no-confidence for the Chinese team. Then, in another change, the strategy for EBS China was shifted to “China for China” to better serve the Chinese/Asian market. While this strategy would likely work fine, the lack of consistency from EBS and the separation of the two entities would need to be managed carefully to ensure that business objectives can be met, and employees stay engaged. Discuss the implications and propose general solutions for the organization.
EBS has approached the global market in a way that provides one product for a wide range of customers. While this approach can work with less-regulated products, the gas detection industry
seems to have very stringent regulations that must be followed, and these regulations can vary greatly. To serve a variety of markets there are several solutions. The first being keeping EBS China as a subsidiary, but allowing the organization to develop its own culture, goals, and products that still fit into the overall strategy of EBS. The second being like what Rob mentioned in his discussion,
centralizing R&D but having a board or some form of representation to ensure the needs of a global market can be met. Propose specific change management and organizational communication strategies for the organization. During any change management process, it is vital to be transparent and plan carefully. Throughout the course of the change management process, it is also important to document the implementation of changes to quickly react if necessary. Having well-defined goals and the ability to measure your progress can be very telling on how successful a change is. For this specific scenario, I would recommend training and/or meetings on why the changes are currently
being made, what impacts employees can expect, and a timeline for the changes. Between these things and an open line of communication for the employees, a transition can be made much easier.
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