For the organizational change at Tiger Boots, I would recommend a planned approach using Kotter’s 8-step Model of Change. Kotter’s Model includes eight steps that serve as an effective framework to plan and executive organizational change. The Tiger Boots case reflects a goal of new market entry accompanied by a capacity change implementation. Tiger Boots has decided to enter a new market of lower-cost casual menswear but lacks the appropriate production capacity, marketing relationships, and a solid strategic plan, as there are many unanswered questions. The nature of the change is rather large scale, as it requires a restructuring of company operations to find new channels for capacity increases. Notwithstanding, there is uncertainty within
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While there is no information on the cost structure of Tiger Boots, we can assume that one of Tiger Boots biggest expenses are fixed salary costs of 250 factory workers, 50 corporate employees, and 30 in distribution, and 45 retail employees. They generate $200 Million revenue yearly, however, we have no information on the net profits. Tiger Boots need to consider what are the barriers of entry and ways to achieve economies of scale in a cost-effective manner. See Exhibit 1 for points that needs to be considered for this capacity …show more content…
Conversely, people who resist the change and are not changing their behaviour need to be shown what is acceptable behaviour and why this change is necessary.
Sixth, Tiger Boots can create short-term wins by creating short-term milestones/targets and celebrate each small victory. By setting these targets, management can further motivate the employees because the employees can “see” the impact of their hard work towards the achievement of goals.
Seventh, Tiger Boots needs to continue building on the change and make improvements as issues arise. Management can achieve this by after every milestone/project completion, going back and analyzing what went well and what still needs improvement. It is crucial that management be adaptive to the change process and modify goals as necessary.
Lastly, Tiger Boots can institutionalize the new approaches by affirming the changes as a new norm. Management can instill the changed ideals/values in the recruitment/development process, as well as to continue to develop key leaders of change to ensure proper succession
While there is no information on the cost structure of Tiger Boots, we can assume that one of Tiger Boots biggest expenses are fixed salary costs of 250 factory workers, 50 corporate employees, and 30 in distribution, and 45 retail employees. They generate $200 Million revenue yearly, however, we have no information on the net profits. Tiger Boots need to consider what are the barriers of entry and ways to achieve economies of scale in a cost-effective manner. See Exhibit 1 for points that needs to be considered for this capacity …show more content…
Conversely, people who resist the change and are not changing their behaviour need to be shown what is acceptable behaviour and why this change is necessary.
Sixth, Tiger Boots can create short-term wins by creating short-term milestones/targets and celebrate each small victory. By setting these targets, management can further motivate the employees because the employees can “see” the impact of their hard work towards the achievement of goals.
Seventh, Tiger Boots needs to continue building on the change and make improvements as issues arise. Management can achieve this by after every milestone/project completion, going back and analyzing what went well and what still needs improvement. It is crucial that management be adaptive to the change process and modify goals as necessary.
Lastly, Tiger Boots can institutionalize the new approaches by affirming the changes as a new norm. Management can instill the changed ideals/values in the recruitment/development process, as well as to continue to develop key leaders of change to ensure proper succession