Acorn Industries Essay

1517 Words Oct 27th, 2015 7 Pages
Case Study: Acorn Industries

Case Study: Acorn Industries

1) Strengths of Acorn
Acorn Industries, in spite of being a small organization with a single product line had strong technical capabilities, and a compelling marketing division whose core philosophy heavily relied on the importance of Voice of the customer, market research and competitive benchmarking, which was used in creating and submitting contract proposals. During the 1990’s, most companies such as Apple, Nike, McDonalds etc. were substantially dependent on the marketing departments that emphasized on face to face meetings with the customers, and employees pushing their sales numbers to increase revenue and business profits, which is similar to Acorn Industries’
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Resource assignments to projects were based on the size of contract rather than experience and other compatibility factors of each Project Manager. This practice weakened Acorn because the lack of career development for project members and managers alike resulted in poor employee retention.

The emphasis to win government contracts were not supported by its infrastructure. Acorn did not mature its organizational processes to be able to meet the higher demands. The “silo affect” still plagued the organization with disconnected workflows that resulted in missed opportunities. The “habits” of a company become its culture. In the case of Acorn Industries, its culture has not progressed towards project management which requires integration of people, processes, procedures and more.

3) Team recommendations
Proper training of the project management tools and techniques should be provided to the employees of Acorn Industries.

Implementation of strong change management system/agent is recommended to allow its employees to cope with change. During the 1900s – 1990s, companies such as Toyota and Ford began to incorporate quality management systems and lean methodology into their organizational philosophy; and brought in change agents to communicate the modifications to the organization’s culture and provide transparency to their employees (Hiatt 2003)

Constantly evaluate the organizational structure and instill a continuous improvement culture to adapt

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