Levi Strauss Case Study

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2. LIST OF IDENTIFIED PROBLEMS
The Levi Strauss problems are related to the organisations inability to regenerate i.e. its inability to execute transformation and change (Stein 2010). Therefore the problems can be grouped into four key areas as it cuts across three strategic dimensions (Harvey and Brown 2001), and as adapted by Cranefield Fig 1, and to include project management: Figure 1: The organisational improvement model as adapted by Cranefield, 2001

2.1. Behavioural and attitude change through vision, mission and value systems. The identified problems included:
2.1.1. Lack of governance and accountability in decision making,
2.1.2. Poor strategy analysis, development and implementation including SWOT and Balanced Scorecard,
2.1.3. Underestimating
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Poor leadership
Haas’s choice of management style might have been aligned to his vision for the organisation but it however led to poor leadership within the organisation. With the group decision management style the leader gives up the veto power and agrees to allow the group to make the decision. The fact that the process degenerated into endless meetings was an indication that the organisation’s leaders lacked clear goals and key performance indicators linked to its strategy.

3.1.8. Failing to differentiate between management and leadership
The organisation poorly differentiated between leaders and managers as highlighted even in their vision. The difference between managers and leaders lies in the conceptions they hold, deep in their psyches, of chaos and order. Managers embrace process, seek stability and control, and instinctively try to resolve problems quickly.
Leaders, in contrast, tolerate chaos and lack of structure and are willing to delay closure in order to understand the issues more fully..

3.1.9. Employee dissatisfaction
There were several reasons that led to employee dissatisfaction including the constant restructuring and elimination of 16,310 jobs, employees having to reapply for their jobs, and constant role
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Furthermore, projects experienced cost overruns like the Customer Service Supply Chain initiative that morphed into an $850 million project. Also, poorly defined objectives such as supplying jeans in 72 hours also tripled costs.

3.4.3. Lack of programmes and project prioritisation
Projects were not selected and grouped into programmes so that projects could be prioritised in a programme which is best practice to deliver strategic organisational benefits especially in relation to organisational transformation. These portfolios could include strategic transformation, innovative continuous improvement, capital expenditure, supply chain (Steyn, 2010), as well as, as proposed by Semolic (2010), a virtual network of partners and project portfolios, all serving internal customers.

3.4.4. Poorly structured project team that was also isolated
The Third Floor Brigade was isolated from the organisation and also structured to include mostly vice presidents.

3.4.5. There was a need for a project management office
There was a need for a project management office (PMO) to assist is overseeing project delivery. The PMO will also assist with improving project maturity and also building the programme and project management culture and

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