peter browning and continental white cap case analysis

1189 Words Mar 15th, 2014 5 Pages
Case 3: Peter Browning
White Cap is a leading manufacturer of plastic tops for containers and packaging for food related products. They have been in existence since the early 1900s when the original owner, William White and his two brothers created the company. After White Cap was sold to Continental Can Company, the White family continued to run and manage the business despite not being the owner. After the purchase the business changed its name to Continental White Cap. Although Continental purchased White Cap, most though that it was the other way around. The previous culture at White Cap had carried over even after the acquisition. White Cap was known for the way they treated their employees, regardless of the cost, they always
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It was also stated that, due to how White Cap employees were treated, their administrative cost was nearly four times as much as all other divisions. White Cappers were viewed as a division that was comprised of prima donnas that were bound to fail. In addition to a lack of defined culture, there was no sense of urgency with the division either. There had been a paradigm shift from glass to plastic almost overnight that was never anticipated. And, once they figured out that their old selling points had not value, they still didn’t create a game plan to bounce back, other than selling off assets.
One thing that I would recommend for Continental, is a creation of a corporate training program in attempt to create a foundation for the company’s culture. I understand culture is something that cannot be “taught”. However, with these common rules and operating procedures in place, they would act as guidelines to define the cultures boundaries. This program would be taught to all divisions to ensure that everyone was on the same page. A BHAG for this would be to have a cultural change within Continental Group within 10 years from inception.
The next thing I would recommend would be to create something that measures each division’s performance. This would hold every manager accountable for their division’s performance. If their department’s administration cost was too high, they would have to
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