Charlotte Beers Case Study Summary

Carolyn Isherwood, ID #21108433 Exam 05002400 1478 Angelus Hill Road, Hemet, CA 92545 isherwoo@fusion.gat.com Phoenix Advertising 112 South Front Street Charlotte, NC 12345-6789 January 31, 2011 Gregory S. Forest, President Phoenix Advertising 112 South Front Street Charlotte, NC 12345-6789 Dear Mr. Forest: Until the 4th quarter of 2010 the Roanoke branch had consistently ranked in the top 90th percentile with regards to productivity. They have received numerous coveted awards including “Most Innovated Advertiser”. Unfortunately there is evidence of some contention among the employees, which has resulted in a 20% decrease in productivity. In my capacity as Vice President of Human Resources, I have met with Kristina Jarrett, CEO of the

With those roles, the R&D center should perform each role by meeting due date and reflecting requests from brand marketing teams. The R&D center should also make cost reduction and synergy effect within different products or brands, on reflecting that ULG restructured its organization by centralizing R&D capabilities.

Each division is operating independently with its own division manager. Also, each division’s performance had been judged on its profit and return on investment (ROI). The company policy of decentralizing responsibility and authority for all

The Daniel Gill, the chairman and CEO faces the possibility of changing the organizational structure of Europe, Asia/Pacific, and the Western Hemisphere. The current organization includes an International Division which oversees production and marketing for countries outside the United States. The goal of changing the organizational structure of these three regions is to increase sales growth internationally and decentralize responsibility away from headquarters to field operations.

Furthermore, Ogilvy's chronic failure to institute systems for managing collaboration across regions contributed to a general "lack of financial discipline, lack of focus on cost, and lack of structured decision making" that had cumulative negative effects on the company. As a result, Ogilvy's competitive advantage as "the most local of the internationals, the most international of the locals" was undermined by competitors' consistently lower costs.

SAS had a “flat and informal” organizational structure. The company had three or four levels and totally 27 units that reported directly to Jim Goodnight. Goodnight noted” My general management style is to let people manage their own departments and divisions with as little interference from me as possible” (The SAS Institute, 1998: HR-6, pg. 12).

Charlotte Beers became Ogilvy & Mather 's first outsider CEO after its acquisition by WPP Group Plc in 1991. According to her memo dated May 19th, Beers ' objective was to "re-invent" the mega-agency, whose inertia and complacency had eroded its competitiveness since the 1980s. In fact, Beer 's tenure at Ogilvy constituted a re-creation of the agency, redefining its aims, processes, people, and structure in reaction to the demands placed by the changing advertising industry.

Charlotte Beers has a vision; however, she cannot convey this message personally to the whole Ogilvy & Mather organization (O&M). Appointed CEO after a hostile takeover, Beers was faced with the challenge of uniting a multinational, autonomous corporation under her concept of Brand Stewardship. David Ogilvy founded the company, that later merged with Mather & Crowther, which became one of the leading advertising agencies. O&M had offices worldwide, focusing on local as well as global advertising campaigns that used the influence of a multinational corporation with the appeal of local intricacies. The culture of O&M was such a large part of the company that any change was deemed as a personal attack on the employees.

centralised their control at the global office at London. The London global office supplied the global template creative and satellite teams were required to localise their materials with the same context of global template. The Taipei virtual teams made all the materials including traditional and non-traditional products and communicated frequently with their London global office. The coordination of the Taipei and London teams was commendable and succeeded in making the launch a big triumph and made a success of the virtual team. The story was different for the Toronto team. In principle; LB had decided to make the traditional advertising materials (TV and print advertisement) in the London office and the non-traditional material in the Toronto office. The division of work for the same project within the teams – especially for virtual teams - made the task really complex and the need for synthesising both teams’ ideas

Beers first identified the people who were most passionate about change. She had a brainstorming session with them to understand the key change areas. After the meeting, the team reverted back with list of “to do” items, which was then shortened to come up with the key focus areas for 1993. These key strategies were linked to the emerging vision by the declaration “The purpose of our business is to build our clients

  The key distinguishing features of Organization 2005 consist in the abolishment and reorganization of the Matrix structure around three interdependent organizations: Global Business Units (GBUs), Market Development Organizations (MDOs) and Global Business Services (GBS). Furthermore P&G implemented several policies that empowered executives in order to facilitate faster decision-making, which in turn should promote innovation and increased agility on the market.

Before the nineties the Coca-Cola company was having a centralize system of control, but after sometime they realized that if they had to meet the demands of the customers they should adopt a decentralized system in which the authority of decision making is distributed between different managers so that every sector can be managed effectively. This system was implemented in the nineties by the company’s board of directors. Now the organization is having two groups who are responsible for operating:

P&G set up the newly reorganized global operations. I’m going to explain how the company works with its new global operations strategy and how P&G could push SK-II to world brand by using P&G’s target market – China, Europe, and Japan. By using the implement of Organization 2005 (O2005), the company is expected to have more annual growth rate together with less expense. P&G gives more compensation along with more responsibility tasks. P&G allows every employee in company to hold firm’s stock. P&G transferred primary profit responsibility from P&G four regional organizations to seven global business units.

OD – Organizational Development is clearly the main focus here at DuPont. Tom had a vision to improve the organizational standards at DuPont not focusing on any problems that may have been present. The projected outcome for DuPont’s organizational structure was improving for the better of the company and the employees. Tom wanted to development to increase productivity for the company and its employees which would allow to company to be in a better stable place in the near future. Tom was building a strong foundation for the company which would benefit everyone involved. Tom

It did so in order to better focus its resources on changing customer needs as well as emphasize its strengths in the market place. The organizational structure now consists of centralized engineering and marketing organizations. This way the company has the ability to prevent product and resource overlaps and more effectively allocate its resources to areas yielding optimum profitability. The engineering side has eleven technology groups with people heading multiple groups and reporting to one person who then reports to the CEO. The marketing side has one head who reports to the CEO as well.