Charlotte Beers Case Summary

In 2006, Betty Domingo filed a lawsuit on Brenda Mitchell and other members of the LGroup over an agreement that was not kept between Domingo and Mitchell. Domingo, Mitchell, and other co-workers were part of a Texas Limited Partnership called the LGroup who contributed money and numbers to play Lotto Texas and Mega Millions. On April 29, 2016, one of the tickets purchased by the group won.

Evaluating his approach to bringing about change in his organization. Comparing his approach with that of Jack Welch.

Jamina Briggs is a 32-year-old African American female initially admitted to Memphis Mental Health Institute (MMHI) August 1, 2013, pursuant to provisions of T.C.A. §33-7-301(a) for an evaluation and assessment of competency and mental condition at the time of the alleged offenses of two counts of first degree murder of her children. She was discharged on September 26, 2013 as not competent and a recommendation for commitment. On November 11, 2013 Ms. Briggs was admitted to Western Mental Health Institute (WMHI)for continued treatment and competency training pursuant to the provisions of T.C.A. §33-7-301(b). On April 4, 2015 Ms. Briggs was discharged from WMHI as competent with support for the insanity defense. Following the court’s decision of not guilty by reason of insanity, Ms. Briggs was evaluated by West Tennessee Forensics, an outpatient provider, and subsequently admitted to WMHI pursuant to provisions of T.C.A. §33-7-303(c). Aggressive and assaultive behaviors while at WMHI

The reporter stated Mrs. Sterling has been arrested a total of five times. The last time she was arrested was 12/12/15. According to the reporter, Mrs. Sterling was arrested after she tried to outrun law enforcement in the parking lot of Wal-Mart. The reporter stated 3-4 days before the 12/12/15 arrest, Mrs. Sterling was arrested in Liberty, MS for shop lifting while Briana was present; Mrs. Sterling had Briana stealing things as well. The reporter stated there are concerns her sister may be using meth amphetamines because she hangs with a meth dealer and she’s abusing her children’s Adderal. Per the reporter, she’s tried several times to keep her sister out of jail and get her help, but Shelly isn’t interested in helping herself. The reporter

Managing Change: The Art of Balancing“ by Jeanie Daniel Duck [1] came out in the Harvard Business Review in November 1993. It is an influential article, one that has been cited 437 times until date. Duck draws upon her years of experience as a Vice President in the Chicago Office of the Boston Consulting Group and of running her own consulting firm that focused on the emotional and behavioral impact of change on corporate performance. She can be safely called both, a management consultant as well as an organization development consultant. Presented below is a summary and key points of the article supplemented by examples, views and facts gleaned from other sources as well.

The understanding of the goal to be envisioned at Seagram moving forward is to become, remain, and develop an outside reputation as the top beverage company with 15% growth each year (Jick & Peiperl, 2011). The vision must effectively be passed to the 200 senior managers to make it a shared goal to be given and embraced company wide. The hope is that the top managed beverage company will be efficient and customer-centered, recognizing employees, while not micro-managing. The old model, based on decades old vision, needs to be replaced with a quasi-tried vision that has helped Seagram remain as one of the top, well-known companies. The new vision has seen success and is moving the company alongvtowards being the top managed beverage company. There are yet and still steps that will provide some right now actions that may help Seagram reach this goal of being the top managed company in the near future.

Upon review of the information provided, it is clear that a vision set forth by Upper management, President and CEO Edgar Bronfman, Jr. had not been implemented and there is much work that needs to be completed to fulfill his legacy. Bronfman’s statement was clear and concise with a vision to be sought after no matter the cost. His vision, according to Jick & Peiperl, 2011 is for Seagram’s to be the “best managed beverage company” (p. 255). Bronfman had an idea/image of how he wanted Seagram’s to be viewed by the world and its employees. His vision offered a baseline for all employees to follow which in turn offers a one company initiative. Offering this baseline for the corporation leaves no chance for deviation from the cause. This company with deep roots in diversity and was losing ground due to changes in the new ideas of sobriety, increases in taxes on liquor, the 1990s recession, increased government regulation and social criticism (Jick & Peiperl, 2011). To define this project is to give direction and purpose to Bronfman’s word by backing them with actual progress towards his vision. This vision for Seagram’s is to not be confused with the need of the newly acquired MCA Corporation. This company should have its own visions and values.

The underlying issues in both cases are racial discrimination. For Cheryl Boulden in the affirmative action case the issue is being “an African American woman among the good ol’ boys in Indiana.” She was recruited because of race and her permanent handicap was seen as an asset for a diversity program lacking any. Yet these qualities made her a target of racism. Susan Finn’s ethnic discrimination presents a dilemma of how to deal with a contract physician’s abusive behavior “toward Hispanics and female staff as well as patients” (Reeves, 2006, p. 79). While the issues of racial and gender discrimination is not unusual, the failure of these agencies to address multiple complaints is.

1. Identify the key factors responsible for the success of Gordon Biersch to date. What concerns, if any, do you have as the company looks ahead?

The main issue that confronted Beers was initiating and instituting organizational change at the core level. She assumed the leadership of Ogilvy at a time when the organization was internally bleeding. Charismatic founder David Ogilvy's

My initial impression of Charlotte Beers, based on the case study “Charlotte Beers at Ogilvy & Mather Worldwide,” is that she is good at being her authentic self, and employs a number of leadership tactics, including charismatic leadership, coalitional leadership, and, to a degree, she appears to be attempting transformational leadership; however, it’s evident that there is something lacking in the end results of her attempts at revitalizing Ogilvy & Mather Worldwide (Ibarra & Sackley, 2011). Although Beers uses good communication with her senior managers in an attempt to build her coalition and get their buy-in on her vision of this concept of Brand Stewardship, and she does listen to feedback from her people, it appears as though she hasn’t been able to clearly articulate her vision well enough to bring it to that next level of “embeddedness” (Daft & Lane, 2015). The lack of support she ultimately receives from the senior managers is preventing Beers from becoming the sort of transformational leader she is striving to be, or even needs to be, in order to facility the types of revolutionary changes she’s attempting to instill in the organization. The majority of the company’s employees appear to be set in the old mindset of how advertising is successfully created, and there doesn’t appear to be much of a sense of community between the various office locations which span the globe. They’re lacking “followership.” If she is truly going to bring the concept of “Brand

Beers first course of action at O&M was to pick a small group of change thirsty individuals, regardless of their current positions, to help her orchestrate the needed change. She only wanted the “people that got it” to help her clarify the vision O&M needed to recapture lost and win new accounts. She knew that this vision must be brand focused, but which direction was still unknown. Beers called for a secret meeting of these “thirsty for change” individuals in which they agreed upon Brand Stewardship as the focus for O&M’s vision. Even though there was a consensus as to this direction, many were still unsure of how it was to be implemented. Even after reading this case, Brand Stewardship is still an ambiguous term and perhaps on purpose. Beers’ leadership in the past came from her ability to

Nooyi is an unconventional leader of high caliber. She revolutionized and maneuvered PepsiCo’ portfolio, increasing the company’s worth and market value. She is a smart risk-taker and a change agent. Early in her career, she restructured the company by making bold decisions. In 1997, she made a dramatic move to sell PepsiCo’s restaurant business and bottling division. She is a forward-looking leader who saw the change in consumer habits. She led the acquisition of healthy brands such as Tropicana, Gatorade, Quaker Oats and Naked Juice.[6] Nooyi entered corporate America at a time when strategic acuity was a commodity. She considers her strategic skill an asset and used it to capitalize on the economic downturn. During the recession, PepsiCo continued to reinvest and bought back its previous bottling divisions. By the end of the year, the company is estimated to gain $60 billion in revenues with over 300,000 employees worldwide.[7] Nooyi’s leadership helped improve PepsiCo’s corporate position today. PepsiCo currently ranks number

4.Create and man a global brand stewardship coordination officer position to support Beers and enable her to focus on selling the vision to the clients.

The sales volume and market share of Hy Dairies’ gourmet ice cream brand had picked up significantly over the past two quarters compared with the previous year. As the vice president of marketing at Hy Dairies, Syd Gilman credited this achievement to Rochelle Beauport, the assistant brand manager at the time, and decided to reward her with a newly vacated post of marketing research coordinator. Based on his own career experience, Gilman was very much convinced that the marketing research coordinator job would provide Beauport with greater career potential with Hy Dairies. However Rochelle Beauport, being one of the top women and few visible