CCS Logistics: Culture Change Driving Accountability and Responsibility

內容大綱
The case features Ina Botha, executive director for South Africa-based Commercial Cold Storage and Logistics (CCS Logistics), critically reflecting on the lessons learned during her tenure leading the organization. Botha initiated and led a three-and-a-half-year culture change journey, which helped improve accountability and results. Now that she was considering a larger role within the organization’s parent company, Oceana Group, she reflected on whether the new culture had been embedded within CCS Logistics and if it would be sustainable in a new era under different leadership. What should she recommend the incoming joint executive directors of the business continue to do or do differently to ensure the new culture supported the business in achieving its strategic objectives?
學習目標
This case can be used in undergraduate and postgraduate business programs as part of courses on strategy execution, organizational development, leadership, culture, and change management. After reading and discussing the case in class, students should be able to<br><br><ul><li>understand why developing a robust process is necessary for change implementation, especially in relation to a changing competitive environment;</li><li>realize that establishing trust as a change leader affects one’s ability to influence a system;</li><li>see how framing language and meaning, and the application of artifacts, can support an overall change process; and</li><li>have a greater appreciation for the complexity of culture change within an organization.</li></ul>
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