Peter Browning and Continental Whitecap Outline Essay

1898 Words Sep 23rd, 2009 8 Pages
Peter Browning Action Plan

Richard Hoffman, the Executive Vice President, could not have been more right when he acknowledged that Peter Browning had a difficult job in front of him. It was Peter’s job to revitalize a mature business in the face of serious competitive threats, but without discouraging the loyalty and morale of a family style culture. Under Continental’s management, Peter Browning was faced with several issues.
First and foremost, some managers as well as most employees of White Cap’s were resistant to change. Many of the employees were older and had been with the company for a long time. Additionally, employees had a tendency to bring both their friends and family on board. They had not only become accustomed to a
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As a result, many customers were beginning to adopt the use of this plastic. White Cap was reluctant to focus their R&D on the development of such products because of past failures. However, if things continued as they were, White Cap would continue to lose customers.
Continental’s management did not believe that White Cap was aware of the speed at which the competition was beginning to steal White Cap’s business. White Cap’s management was blind to it due to their arrogance of being number one for such a long period of time.
Although changes were necessary at White Cap, Continental itself was making serious reforms. Since the acquisition by Peter Kiewit and sons in 1984 they had sold off $1.6 billion worth of businesses and cut corporate staffing tenfold. Change was happening throughout the company and management would expect nothing less from Peter Browning.

Action Plan:
The first step that Peter Browning must accomplish in order to implement change is to create a vision (0 - 6 months) that White Cappers’ would understand and buy into. This vision would need to combine the traditions of White Cap along with include a focus on recovering a competitive edge in the marketplace. It would require a vision that incorporated both a conceptual framework and encompass an emotional element. Such a vision would guide the behavior of both employees and management. It would enable them to see a future

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