Barriers to implementation of BRF 2015 (recent merger (how change happens,…
Barriers to implementation of BRF 2015
Senior managers were largely absent during the implementation process which contributed to middle managers forming distorted interpretations of the motives and reasoning behind the merger.
The strategic intent gave unclear prescriptions for implementation and contained inherent contradictions in the roles of the four middle management groups.
how change happens
The planned perspective (classical)
analytical and planned approaches to change can be useful as frameworks for thinking about change and its potential consequences, but planning alone will not address in-depth problems underpinning the process of change
The punctuated equilibrium model of change
convergent change over extended periods of relative stability
changes to the competitive environment occur less frequently.
The incremental perspective
series of decisions, compromises and adjustments subject
to both managerial, political and cultural influences
tend to reproduce the dominant strategy discourses through their decision making
Fundamental shifts in strategic direction that require drastic
readjustments in organisation and strategy are relatively rare.
"We need to align our vision and create the same pride under one company."
"recruitment of new talent; acquisitions would help bring in new expertise"
"brands which consumers viewed not as Brazilian, but as native to their local market."
"we don’t want to just impose the Brazilian or the BRF way on local markets"
"We will need to have a management team that combines Brazilians who can relate to the parent company with local people who understand the local market."
"global company culture"
"we want to grow our global footprint by extending our existing assets"
Raisch argued that parallel structures concerned leveraging products into new markets
most change is in international markets, domestically growth is mostly organic