Charlotte Beers At Ogilvy & Mather Worldwide: Organizational Change

Step 2 is forming a powerful guiding coalition. Leadership will have to be on board and on the same page in regards to the change. Kotter and Cohen reveal the core problems people face when leading change. Their main findings are that the central issue concerns not structure or systems but behavior and how to alter it (Farris, 2008). The success of the changes will depend on the ability of the managers to show their commitment to change and motivate the employees to do the same. Without any process to track the implementation, the change can also fail.

Charlotte Beers and her team should spend 1994 focused on achieving wholesale corporate buy-in and resolving tensions between the local managers and her global client teams. She should press ahead indoctrinating the firm in Brand Stewardship with a few adjustments.

The New Belgium Brewing Company’s competitive advantage can be based on its social responsibility and commitment to the team members. Employees at NBBC are encouraged to seek advancement opportunities with the company, team members are provided with self-leadership training to evaluate their own development and how to approach a path to internal promotion, employees attend communication training to aid the with becoming more effective orators. Additionally, employees are provided with

The Seagram’s company has come a long way gaining strength and empowering truth with its mergers with Martell S.A. cognac, Tropicana products, and MCA Universal. Seeking justification and definition within their new found allegiance, a new horizon of skepticism became clear about the communication within the company. Seagram’s Co. positions to rise above as one of the most prolific brands leads to many detrimental decision making task and leadership expertise to push for greatness. An abundance of newly learned abilities needs to be implemented to uphold a creative stationary bound among this greatness. Training that’s comprehensive outside the top 1,200 to the other 15,000 personnel stand as a necessity, Alumni assemblies to show appreciation to bring the bound together, and communication support groups to keep the focus on ethics will be the new definition for the companies’ standards (Jick, T. D., & Peiperl, M. A. 2011).

I would like to provide you with some changes that have occurred within the organization. On the Account Management side, I'm not sure if you had any interaction with Bob Briggs, he was Anheuser-Busch's Account Manager. He has changed roles, still part of the Account Management Team, however, he's now in a Director capacity. Due to this change, I am Anheuser - Busch's main point of contact and Bob will assist when required.

Charlotte Beers became Ogilvy & Mather's first outsider CEO after its acquisition by WPP Group Plc in 1991. According to her memo dated May 19th, Beers' objective was to "re-invent" the mega-agency, whose inertia and complacency had eroded its competitiveness since the 1980s. In fact, Beer's tenure at Ogilvy constituted a re-creation of the agency, redefining its aims, processes, people, and structure in reaction to the demands placed by the changing advertising industry.

Irene Rosenfeld’s journey to becoming one of the Top 20 Most Powerful Female CEO’s in the World began with three degrees from Cornell University: B.A. in Psychology (1975), M.S. in Business Administration (1977) and a Ph.D. in Marketing and Statistics (1980). After beginning her career for an advertising agency she began working in the Marketing Department for General Foods Corporation, where she worked her way up the corporate ladder for the next 15 years. General Foods was bought out by Philip Morris and eventually merged with Kraft Foods. Rosenfeld continued to work her way up and was assigned to lead Kraft’s complete Canadian Division. Some of her main accomplishments before she left in 2004 to Frito-Lay, were integrating biscuit products of Nabisco into Kraft Foods in 2000. She was also on the committee that brought Kraft its first public stock offering in 2001 (Britannica, 2014).

[1] Connelly, M. (n.d.). Kurt Lewin Change Management Model. Retrieved January 2013, from Change-Management-Coach.com: http://www.change-managementcoach.com/kurt_lewin.html

Charlotte Beers has a vision; however, she cannot convey this message personally to the whole Ogilvy & Mather organization (O&M). Appointed CEO after a hostile takeover, Beers was faced with the challenge of uniting a multinational, autonomous corporation under her concept of Brand Stewardship. David Ogilvy founded the company, that later merged with Mather & Crowther, which became one of the leading advertising agencies. O&M had offices worldwide, focusing on local as well as global advertising campaigns that used the influence of a multinational corporation with the appeal of local intricacies. The culture of O&M was such a large part of the company that any change was deemed as a personal attack on the employees.

To create a smooth transition of changes the leaders of Synergetic Solutions must implement at least one change model. One change model that could be used is Lewin’s three step model, created by Kurt Lewin (Robbins & Judge, 2007). Lewin’s model requires unfreezing, movement, and refreezing. The steps involved include unfreezing resistance from individuals and groups, movement which is the process of transformation when changes actually occur, and then refreezing which will stabilize the organization and movement will end.

This report looks at how the change can be implemented using Lewin’s Change Model, Balance Scorecard and effective leadership.

This memo comprises a detail summary of BBDO, which is a major American advertising agency network. The memo serves a purpose of providing a clear understanding of the factors that result in its large-scale size and vast recognition by the public. In order to identify its role and impact on the American and global advertising industry, the memo will focus on 5 sections summary of BBDO, which is its history, general profile, areas of specialty, key advertising campaigns, and important contributions.

For a while, Welch could not articulate an overall strategy for the corporation. It wasn’t until 1983, that he was able to wrap up in a sentence his vision of what the company should become. Once he got there, Welch’s message was strong and clear “Become #1,

In Ac 1, 1.1 the three most popular change management models were outlined and discussed i.e. Lewin’s Change Management Model, McKinsey 7- S Model and Kotters 8 Step Change Model. Almost any model, once understood and applied properly can yield some amount of results however, for the use of this case surrounding The S&M Life Insurance Company; Kurt Lewin’s Change Management Model will be used to develop a model for change in the organization. Lewin’s model, established by Kurt Lewin during the 1950’s, is seen as foundation for understanding organizational change and still holds strong in the 21st century, today. The model consists of three (3) stages consisting of unfreezing, change, and refreezing using the analogy of a block of ice (Thompson, Mind Tools n.d):

The theoretical foundations of change theory are robust: several theories now exist, many coming from the disciplines of sociology, psychology, education, and organizational management. Kurt Lewin (1890 – 1947) has been acknowledged as the “father of social change theories” and presents a simple yet powerful model to begin the study of change theory and processes. He is also lauded as the originator of social psychology, action research, as well as organizational development.