ou are the CEO of a medium-size company that makes I window coverings such as blinds and shutters. Your company has a cost advantage in terms of being able to make custom window coverings at costs that are relatively low in the industry. However, the performance of your com- pany has been lackluster. To make needed changes and improve performance, you met with the eight other top man- agers in your company and charged them with identifying problems and missed opportunities in each of their areas and coming up with an action plan to address the problems and take advantage of opportunities. Once you gave the managers the okay, they were charged with implementing their action plans in a timely fashion and monitoring the effects of their initiatives monthly for the next 8 to 12 months. You approved each of the managers' action plans, and a year later most of the managers were reporting that their initiatives had been successful in addressing the prob- lems and opportunities they had identified a year ago. However, overall company performance continues to be lackluster and shows no signs of improvement. You are confused and starting to question your leadership capa- bilities and approach to change. What are you going to do to improve the performance and effectiveness of your company?
ou are the CEO of a medium-size company that makes I window coverings such as blinds and shutters. Your company has a cost advantage in terms of being able to make custom window coverings at costs that are relatively low in the industry. However, the performance of your com- pany has been lackluster. To make needed changes and improve performance, you met with the eight other top man- agers in your company and charged them with identifying problems and missed opportunities in each of their areas and coming up with an action plan to address the problems and take advantage of opportunities. Once you gave the managers the okay, they were charged with implementing their action plans in a timely fashion and monitoring the effects of their initiatives monthly for the next 8 to 12 months. You approved each of the managers' action plans, and a year later most of the managers were reporting that their initiatives had been successful in addressing the prob- lems and opportunities they had identified a year ago. However, overall company performance continues to be lackluster and shows no signs of improvement. You are confused and starting to question your leadership capa- bilities and approach to change. What are you going to do to improve the performance and effectiveness of your company?
Chapter1: Taking Risks And Making Profits Within The Dynamic Business Environment
Section: Chapter Questions
Problem 1CE
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Transcribed Image Text:fashion and monitoring the effects of their initiatives monthly
ou are the CEO of a medium-size company that makes
I window coverings such as blinds and shutters. Your
for the next 8 to 12 months.
You approved each of the managers' action plans, and
a year later most of the managers were reporting that their
initiatives had been successful in addressing the prob-
lems and opportunities they had identified a year ago.
However, overall company performance continues to be
lackluster and shows no signs of improvement. You are
confused and starting to question your leadership capa-
bilities and approach to change. What are you going to
do to improve the performance and effectiveness of your
company?
company has a cost advantage in terms of being able to
make custom window coverings at costs that are relatively
low in the industry. However, the performance of your com-
pany has been lackluster. To make needed changes and
improve performance, you met with the eight other top man-
agers in your company and charged them with identifying
problems and missed opportunities in each of their areas
and coming up with an action plan to address the problems
and take advantage of opportunities.
Once you gave the managers the okay, they were
charged with implementing their action plans in a timely
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