Printzholf Press’ vision had been to promote educational excellence. Their main goal was to act as a partner to the academic institutions and instructors rather than keeping up with the changing times. They wanted their …show more content…
The technological world was rapidly growing and the digital revolution was transforming the industry (Cespedus & St. Clair, 2013, p. 1). Leif Nygren, the founder of Printzholf, felt certain changes were hurting students rather than helping them and he resisted those changes (Cespedus & St. Clair, 2013, p. 4). On those grounds, the company started to downslide and were not producing the numbers they were in previous years. Family members of the founders did not even want to get involved in the family business. Eventually, Printzholf was bought by Education and Entertainment Holdings (EEH) to help make the necessary changes to match with the technological times. However, another problem Printzholf had was, how were they going to change with the modern day times without destroying the foundation the company was built …show more content…
Lack of interest for Innovation and new ideas
Making organizational changes to improve productivity and services for established and new customer base
Engage current and new employees in goals and mission of the company by implementing departmental lunch/meetings for input and ideas
Establish new HR performance and rating system for employees
Increase sales and marketing leadership
Maintain communication with employees and management staff to continue “family relationships” that strives to improve employee production, interests and growth with the company
Making organizational changes to improve productivity and services for established and new customer base
Engage current and new employees in goals and mission of the company by implementing departmental lunch/meetings for input and ideas
Establish new HR performance and rating system for employees
Increase sales and marketing leadership
Maintain communication with employees and management staff to continue “family relationships” that strives to improve employee production, interests and growth with the company
Continue company events that promote togetherness and trust within the organization
Re-establish performance and pay scale