Question 3
“In 1985…Black & Decker…had disjointed international product lines and policies, dissatisfied customers, and a tarnished reputation” (Cummings & Worley, 2008, p. 739). Nolan Archibald, Chief Executive Officer at this time, vowed to make significant changes to his organization. In the following years a worldwide market was created, the numbers of current product models were drastically reduced, and top managers were hired for new product development. Archibald’s dedication to the turnaround of the organization put Black & Decker among the top 200 largest US-based industrial companies listed in Fortune magazine in 1987 (Black & Decker, 2009). Other awards and high rankings soon followed; Sales & Marketing Management Magazine ranked them as “having the best sales force in an U.S.A survey” in 1987 and they were also awarded the Medal of Professional Excellence by Purchasing Magazine in 1988 (Black & Decker, 2009). In 1989 Black & Decker acquired Emhart Corporation. Fred Grunewald, vice president of product and market development for the international group (Cummings & Worley, 2008), took on the task of taking this acquisition to a new level. In 1990, Grunewald proposed combining the eight lock brands, Kwikset, …show more content…
The front line staff as well as the different managers around the world would need to understand the change and be willing to support it as it will be a different way of doing business. As the changes are being implemented it would be important to check and verify that all the details are being followed such as are the road bashing sessions working or failing? This continued evaluation would be just as important to the overall success of the project. There would also need to be a continual review process and an opportunity to modify the plans if something is not working or buy-in is less than
“In 1985…Black & Decker…had disjointed international product lines and policies, dissatisfied customers, and a tarnished reputation” (Cummings & Worley, 2008, p. 739). Nolan Archibald, Chief Executive Officer at this time, vowed to make significant changes to his organization. In the following years a worldwide market was created, the numbers of current product models were drastically reduced, and top managers were hired for new product development. Archibald’s dedication to the turnaround of the organization put Black & Decker among the top 200 largest US-based industrial companies listed in Fortune magazine in 1987 (Black & Decker, 2009). Other awards and high rankings soon followed; Sales & Marketing Management Magazine ranked them as “having the best sales force in an U.S.A survey” in 1987 and they were also awarded the Medal of Professional Excellence by Purchasing Magazine in 1988 (Black & Decker, 2009). In 1989 Black & Decker acquired Emhart Corporation. Fred Grunewald, vice president of product and market development for the international group (Cummings & Worley, 2008), took on the task of taking this acquisition to a new level. In 1990, Grunewald proposed combining the eight lock brands, Kwikset, …show more content…
The front line staff as well as the different managers around the world would need to understand the change and be willing to support it as it will be a different way of doing business. As the changes are being implemented it would be important to check and verify that all the details are being followed such as are the road bashing sessions working or failing? This continued evaluation would be just as important to the overall success of the project. There would also need to be a continual review process and an opportunity to modify the plans if something is not working or buy-in is less than