Spectrum Sunglass Company Case Study

1. How did you build awareness of this issue?
- I started to build awareness of sustainability initiative at Spectrum Sunglass Company by conducting private interviews first. Before make any other decisions, I thought it was significantly important to understand other employees’ view on this initiative, and it did helped me to understand their views. I was able to realize who were in favor of the initiative and who were not. Besides conducting private interviews, I also hold town hall meetings. Since this applies to all of employees, I thought it was a great idea to spread the idea of the initiative within the company. In addition, I walked the talk. I thought it was important to meet individually to talk about the initiative. Furthermore, …show more content…
Before I make any decisions, I consistently going back and forth with the relationship networks chart, which provides who is friend with who and who works with who. I tried to make a person with most connections and supportive of the initiative as an adopter, because I can say that as he or she becomes an adopter, other employees will be influenced by an adopter. For example, I started to focus on Leslie Harris, since she was supporter of the issue. Another reason why I focused on her is due the fact that she is well-connected to most of top executives, especially very close relationship with Mary Gopinath. As soon as Harris became interested, Gopinath also became interested. This kind of trend happened frequently throughout the simulation. Since every employee is connected with different employees, as soon as one employee became interested in the issue or became an adopter, it was easier to build awareness of the initiative to other employees. The social network definitely helped to change …show more content…
The CEO starts with higher credibility level, which is crucial when one is trying to make a change in a company. Due to its high-authority position, it was easier to build awareness in the first place. For example, it was easier to conduct interviews. When I was Director of production innovation, people denied my request to conduct interviews. People also did not pay attention to town hall meetings. However, it was different situation when I was the CEO. People never denied my interview request and people actually showed interests during the meetings. Thus, when I was the low-authority, I tended to get consultant’s supports and CEO’s public support. As a result, people showed more interest than when I sent emails and hold meetings. It is opposite when I played the high-authority. I rarely used the supports from consultant. As the CEO, I directly into conveying people by conducting interviews, walking the talk, and holding the town hall