In rapidly changing and competitive business environments, change is recurrent and complex, yet inevitable. This case study highlights how Bega Cheese (Ltd) has utilised change management to evolve from its origins as a modest dairy cooperative, steeped in traditional values and ethical principles, and in possession of a strong culture focused on change and opportunity, into Australia’s leading manufacturer of dairy products with over 100 years of successful trading history and an annual turnover of over $400 million. Prepensely, through adoption of a mindset commensurate with constant incremental change, Bega Cheese (BC) has pursued and experienced dramatic growth and success, earning their reputation as a key international player in the dairy
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To forge links between strategy, innovation and in turn, performance, BC needs to incorporate a cohesive set of human resource management practices, focusing on soft HRM and their people, such as selection, role design, learning and development and talent management, to garner commitment and flexibility, to maximise employee behaviour. Securing the best employees commences with the selection process; improving the skill profile while also contributing to lower health and safety incidents, workers compensation premiums and staff turnover, resulting in favourable cost savings. Development of unique and specialised training programs in conjunction with TAFE NSW, addresses challenges of retention due to future career opportunities, while synchronously ensuring superiority due to the inability of competitors to acquire or replicate the environment and specific training needs of the company, as per the resource-based view of human capital. Organisational flexibility is enhanced due to the multi-skilled nature of the workforce, integrating skills development with growth and productivity; as identified in Atkinson’s Core/ Periphery model (1984). This model recognises the value of certain types of employees over others, in terms of reward, flexibility and skill specificity incorporating the traditional values BC holds dear in conjunction …show more content…
As BC make strategic incremental changes to their product offerings and production processes, by methods such as investment in innovative equipment or acquisition of allied organisations, such as Tatura Milk Industries, the product popularity tips over to increase. This is measured in terms of higher turnover and profitability, or higher market share as demonstrated by BC now being sold in over 50 countries worldwide, or due to ability to produce augmented capacity such as production of 3000 tonnes of cheese to 60000 tonnes, within 20 years. Investing in staff development is of high value and importance to BC, and due to upskilling and improved staff motivation and commitment, enhances the support given to process and product, for further success and elevation on the s-curve. Strategic approaches to future success is in recognition that the national market is now saturated and any future growth, will arise from further expansion into the export market. To maintain the upward drive and remain on the right side of the tripping point, BC recognises the need to respond to rapid technology changes, in the form of e-commerce and increase the complexity. As an organisation steeped in traditional values, recognition of their quality control measures resulting in consistency of flavour, texture and taste, have rewarded
To forge links between strategy, innovation and in turn, performance, BC needs to incorporate a cohesive set of human resource management practices, focusing on soft HRM and their people, such as selection, role design, learning and development and talent management, to garner commitment and flexibility, to maximise employee behaviour. Securing the best employees commences with the selection process; improving the skill profile while also contributing to lower health and safety incidents, workers compensation premiums and staff turnover, resulting in favourable cost savings. Development of unique and specialised training programs in conjunction with TAFE NSW, addresses challenges of retention due to future career opportunities, while synchronously ensuring superiority due to the inability of competitors to acquire or replicate the environment and specific training needs of the company, as per the resource-based view of human capital. Organisational flexibility is enhanced due to the multi-skilled nature of the workforce, integrating skills development with growth and productivity; as identified in Atkinson’s Core/ Periphery model (1984). This model recognises the value of certain types of employees over others, in terms of reward, flexibility and skill specificity incorporating the traditional values BC holds dear in conjunction …show more content…
As BC make strategic incremental changes to their product offerings and production processes, by methods such as investment in innovative equipment or acquisition of allied organisations, such as Tatura Milk Industries, the product popularity tips over to increase. This is measured in terms of higher turnover and profitability, or higher market share as demonstrated by BC now being sold in over 50 countries worldwide, or due to ability to produce augmented capacity such as production of 3000 tonnes of cheese to 60000 tonnes, within 20 years. Investing in staff development is of high value and importance to BC, and due to upskilling and improved staff motivation and commitment, enhances the support given to process and product, for further success and elevation on the s-curve. Strategic approaches to future success is in recognition that the national market is now saturated and any future growth, will arise from further expansion into the export market. To maintain the upward drive and remain on the right side of the tripping point, BC recognises the need to respond to rapid technology changes, in the form of e-commerce and increase the complexity. As an organisation steeped in traditional values, recognition of their quality control measures resulting in consistency of flavour, texture and taste, have rewarded