Seagrams Essay - 861 Words

Edgar Bronfman’s value system is in jeopardy of not being sustained due to his failure to fully transition from charismatic to instrumental leadership as evidenced by the employee questions following the values program training. Analysis Seagram’s is currently undergoing strategic, anticipatory changes in the company’s value system to competitively reposition the company to take advantage of future growth opportunities, diversify the company globally, effectively manage business processes, and increase profits. Bronfman has successfully guided the development and introduction of this new value system. However, Seagram’s is lacking the instrumental leadership necessary for this reorientation to be successful. Specifically, the†¦show more content†¦Additionally, employees have voiced concern about sustaining momentum and attention on values after the training program. However, there is no process in place that enables employees to keep the focus on values through meetings, additional training or a communication network. Without this mechanism, the momentum created at training programs will slow and the sustainability of the value system will be put at risk. In addition, Bronfman has not created a controlling and rewarding system to measure the results and reward or punish the behavior of individuals. Employees are concerned that those who are â€Å"living† the values will not be recognized and rewarded. They are also concerned about how to deal with values â€Å"violators†. It is difficult to create buy-in to the values if compliance cannot be determined. Further, without an incentive to adhere, individuals will most likely be indifferent to the values. Clearly, you get what you reward and if Bronfman wants people to live the values, then he must find a way to measure and reward that behavior. Recommendation 1 2 – Structuring Processes to Sustain Seagram’s New Values The lack of structuring processes has led to questions on how new recommendations concerning the values will be handled and how the current momentum of the program can be sustained. To create this process, we recommend that Bronfman continue to leverage its existing managerial structure by creating a â€Å"bottoms-up† feedbackShow MoreRelatedLeading Culture Change at Seagram1211 Words   |  5 PagesNUS Business School, semester 2 2012/2013 Change Management Leading Culture Change at Seagram Why did Seagram need to Change? Why did it use a values based approach? In the mid-nineties, Seagram’s core market, the spirits and wine business, had stalled. At the same time its CEO, Edgar Bronfman Jr. (Bronfman) sold their 25% stake in the chemical giant DuPont. This was the payment from when Seagram’s in 1982 sold the oil company Conoco to DuPont. 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