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Changes for Hewlett Designers
Hewlett Designers had a long history of successful partnerships with large corporations interested in providing customized software products for major retailers. For twenty-five years, the majority of Hewlett’s customers had been large suppliers for the dominant retail chains in the United States of America. Over the past five years, Hewlett CEO, Pamela Griffith, had become aware that Hewlett should begin to look at new suppliers and a potential direct relationship with some of the major retailers. She understood, as did only some of her senior management team, that retail chain suppliers were increasingly likely to be located outside the country. Hewlett’s ability to work internationally had not been tested. Additionally, they had not worked directly with retail chains. Pamela Griffith knew she must initiate a large-scale effort to evaluate how Hewlett Designers should change in order to meet future market opportunities and demands. She faced resistance from several key senior managers who thought everything was just fine.
Questions for Discussion
What barriers to change will Pamela Griffith face?
What will have to happen for productive change to take place?
How will organizational trust influence what happens?
How should the need for change be communicated? To whom? By whom? How can you decide?
What has happened to the number of communications channels in this project?
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