JESS WESTERLEY AT KAUFLAUF GMBH
A case analysis
Prof. Ranjeet Nambudiri
Organization Change and Developement
SECTION A - GROUP 2
Ankita Satija 2012PGP046
Kapoor Parth Sunil 2012PGP153
Kavya Amarnath 2012PGP163
Khurana Sonika Jagmohan 2012PGP167
Siddharth Singhal 2012PGP362
Sonakshi Behl 2012PGP366
Swati Verma 2012PGP395
Vivian Paul Gonsalves 2012PGP445
Alok Kumar 2012PGPM002
22ND JUNE, 2013
Kauflauf GmbH was founded in 2002.
First European organisation to offer _' software as a service'_
The product portfolio included Customer Relationship Management and ERP software for - Auto Parts, Computer/ Office Supplies and Medical Devices companies
Product owners worked with…show more content… WHY IT FAILED - THE RESISTANCE TO CHANGE
1. An organization-level change requires the change agent to clearly communicate the vision ahead to those being most impacted by the change. Jess Westerley did not speak to RSDs and consultants before sending out the memo to implement the changes.
2. Change requires the agent to form a core group of people who buy into his/her idea and begin the change process. Jess did not explain why there was a need for change, even though there were no changes in the company's external environment. Internally, it seemed that all was well too. Hence, the field consultants felt that she was intruding into their work schedule. To them, it appeared that she was interfering with their work-patterns though she had no idea of how things actually worked.
3. Jess did not understand the challenges faced by consultants at different levels of experience - She did not seek the consultants' opinion which could have contributed to the change. The issues that came to light when Jess sent out the memo were :
Consultants felt that this proposal was not for