Seagram's Case Study
... the top 200 managers. Where Bronfman fell short was in energizing the entire organization into action and enabling all members of the company. The cascade method used to introduce the Values to each member of the company did not allow them direct contact with the energizer, Bronfman, and also created a potential for the message to be communicated differently between each level. To address these “energizing” shortfalls, we suggest Bronfman and his team initiate a “Road Show.” In which case, Bronfman would personally visit each and every office to communicate his energy and enthusiasm to all of the employees and simultaneously impart onto them the confidence needed for this massive re-orientation to succeed. Videos and conference calls are insufficient, and we believe the cascade method failed to galvanize the employees sufficiently and left room for misrepresentation of Bronfman’s intended vision. Instrumental leadership, crucial to ensure that everyone is behaving in ways consistent with the change, includes structuring, controlling and rewarding. Structuring involves creating goals and standards, and defining roles and responsibilities that clarify the behaviors required throughout the organization, which in this case should also include MCA/Universal. Beyond the two targeted training programs established for the Top 1,200 managers, there was no construct established to define the Values for the entire employee base. The executive team also failed to implement controlling and rewarding systems to measure, monitor and recognize behavior. The 360 Degree Feedback process was limited to senior executives and used only for the value developmental process but not implemented company-wide as an evaluative tool for everyone to be monitored with and have reason to take accountability for adherence to the Values. Given the importance of instrumental leadership in ensuring the success of the re-orientation efforts, we suggest Bronfman and his team begin by establishing an internal Values Team which would undertake many of the instrumental leadership tasks including defining expected standards for employees and creating assessment and reward processes for management. They may also want to implement an employee recognition program, where local offices can identify and praise individuals who are upholding the Values and post their pictures in visible areas to provide a reference for others as to how the Values factor into the everyday work environment. The Values Team would also be responsible for formulating a longer-term employee education and training program, which would include team building and problem solving exercises, and incorporate lesson plans that address ongoing employee recommendations. With respect to MCA/Universal, Bronfman and his team must firmly decide whether or not the newly acquired subsidiary should adopt the new “Seagram’s Values.” Appearing “soft” or indecisive on this issue would undermine the thus far aggressive...