Leading Culture Change at Seagram

3-17. How many times has the company been sold? When and by whom to whom?

The case of Karen Leary illustrates the implications cultural conflict can have on business organizations and office culture. A common mistake managers make is undermining the power of cultural constraints at the organizational level. After six years as a financial consultant at Merrill Lynch, Karen Leary was promoted to general manager at the Elmville branch in Chicago. Leary wanted to achieve success at the branch office by building high-producing, successful group of professionals who work together to provide clients with complete service in meeting long-term financial goals.

Our ending stock price at the end of year 2023 was $425.58, with the second highest stock price being Baldwin’s $159.81 (Appendix C).

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.

In September 2008, optimistic about BYD’s application of new energy, Warren Buffett acquired 225 million (10%) of its shares at HK$ 8 per share.

Chevron decided to transfer its natural gas gathering, marketing and operating to the NGC Corporation in exchange for a roughly 25% equity stake in NGC. Chevrons stake later climbed to 28% when

Currently Ms. Deveroux, the founder of the company, holds almost all of the originally issued shares, except for 30,000 shares that she sold to her son for $20.00 per share, the estimated fair market value of the shares at the time they were sold to the son.

A belief in what the organisation is looking to achieve will allow individuals pride and drive to motivate them.

For this reason, leaders are culpable for the perceptions of any potential alteration efforts. They should endorse the change as an occasion for employees to enhance their skills and offer guidance after implementation (Nelissen & van Sale, 2009). Not to mention if every meeting begins with communicating the vision of the company, it can advance ownership and pride that will lead to success.

eventually acquired by Warren Buffet through a series of stock purchases. In was in 1996 that Warren

Chapman Company obtains 100 percent of Abernethy Company’s stock on January 1, 2011. As of that

Planning the change – Ensure that all research has been completed; examine the organisational structure, job descriptions, and performance and compensation systems to ensure they are in line with the vision.

established line of business. By 1984, the company, with an estimated 60% to 65% share of its market,

In the year 1983, it entered into agreement with Biological Labs, Inc. The company sold to Biological Labs, Inc. 5% of its outstanding shares for $7 million plus a right to purchase additional 13% of ten outstanding