Essay about Levis Strauss Struggles with Creating Organisational Change

4852 Words Nov 6th, 2011 20 Pages
TABLE OF CONTENTS
DECLARATION 0
TABLE OF CONTENTS 1
1. EXECUTIVE SUMMARY: 3
2. FINDINGS 4
2.1 SWOT Analysis 4
3. DISCUSSION 7
3.1 Problem Summary: 7
4. RECOMMENDATIONS 7
5. SET UP PROGRAMME OFFICE 7
5.1 Programme Office setup 7
5.2 Changes the Organisational Design 8
5.3 Shaping the organisational programme 8
6. STRATEGIC ANALYSIS 10
6.1 Analysis 10
6.1.1 Core competencies 10
6.1.2 Organisational behaviour study 10
6.1.3 Organisational Vision and Mission 11
6.1.4 Balanced Scorecard based strategy implementation 11
6.1.5 Balanced Scorecard value creation perspectives: 12
6.1.6 Building a strategy map 13
6.1.7 Implementing a Balanced Scorecard Programme Management learning organisation structure 14
7. STRATEGIC
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 Manufacturing competence - Levis has been manufacturing for a long time and already its product development line in place.
 Broad market coverage - Levis already has a client base established with numerous retailers worldwide.
 Good workforce management policies - Levis has good internal management policies that foster communication and teamwork.
 Cost or differentiation advantage - Because Levis have been so long in the market and already has its infrastructure set up, it has a cost or differentiation advantage over new competitors in the market.
 Capital availability - Levis has capital to be innovative in an emerging market.

Weaknesses:
 Inappropriate corporate structure and control systems - “He took one of the world’s most successful brands and placed its entire future in the hands of four people:, himself, an uncle, and two cousins” – The organisational structure leaves Robert Haas accountable to no one but his uncle and two cousins. There is lack of a board of directors to report to and to verify results published. Shareholders were making decisions on insufficient information, they were happy to leave all control to Robert Haas, a family member who would only have to answer to 3 other people who were family who would not be objective to the decisions Robert was making
 Obsolete or narrowing product lines - The organisation is losing market share due to the fact that they are not listening to the

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