Reference no: EM133207483

Case: As Jazz pondered the series of questions coming to her mind, it became clear to her that Wild Wild West was having an identity crisis. There was no corporate governance or culture. Each club appeared to operate as a stand-alone business, and perhaps should. It depends on what Charly wants, in the end, Jazz mused. Does he want a chain under one umbrella or a set of businesses that are independent? And, in the end, does he want to retain Wild Wild West or sell it off, as he has done with other business in the past? Answers to these two burning questions would determine the nature of the consulting engagement. That's what I'll find out first, Jazz resolved.

Jazz had been agreeably surprised that Charly insisted on meeting her at the airport, and, after a few pleasantries, she got her main questions answered from Charly in the limo from the airport into the city. Without asking, she could tell from his earnest, direct, and clear assertions that he wanted to retain Wild Wild West and see it become a strong and profitable brand. Well, that answers that, Jazz said to herself. "That sounds great, Charly", Jazz responded. "I wasn't sure what you wanted from me, but now I know that we need to be approaching this as a corporate-wide Organisational Development engagement." "Yes," Charly agreed. "I've got some ideas on how we might proceed, but I'll take your lead. You are the expert, and, as far as I'm concerned, you are the boss on this. I've made a bit of a mess of things on my own. I'll do whatever you say."

This caught Jazz by surprise, as Charly seldom takes a back seat to anyone; but she saw it as a positive indication that the engagement might actually be successful.
They continued talking as they entered the Badda Bing and wound their way to Charly's executive office upstairs. There was not much activity at 10:00 AM, but Jazz noticed the place was spotless, everything seemed to be in order and ready for business. There was even a fresh scent unlike some bars and clubs Jazz had had the opportunity to visit. The bartender greeted Charly with a pleasant smile, and continued what seemed to be polishing surfaces and arranging bottles of spirits. Her outfit was clean, pressed, and fit perfectly.
A handsome, well-built fellow-also very cordial-stopped Charly and Jazz on the stairs and asked Charly if he wanted or needed anything. "Just send coffee up for us both, Steve."

Once comfortably seated, Jazz said, "Wow, Charly. This place looks amazing. I don't know how business is, but from outward appearances everything is perfect, and your staff seem on top of it all."

"Thank you, Jazz. I can't say it is my doing or even that it's because I keep office here. I have a super manager who knows how to run a club and keep the workers happy, too. I don't know how she does it and I'd hate to lose her. Not only is she exceptional herself, but she convinced me to hire an assistant-a young guy with a couple of degrees and five years' experience as an associate manager in a European casino. We had to offer him way too much to take the job and come down here, but we all know he could take over as manager any time."

"Well done, Charly. That all sounds great. How about your other clubs? How are they faring?"

"That's a complete other story", Charly replied. "I believe none of the business are doing as well as they could. There are really only four-no five-managers I am satisfied with," he continued. There are a couple I should probably let go, and all could lift their game. Then, there are the complaints and issues I told you about when we spoke two weeks ago or sent you reports on."

"Yeah..., about that..." Jazz followed. "To get any really helpful detail on what's going on across the chain, I'm going to have to visit some of the clubs, talk to managers and staff, look through their files, and such."

"I would expect nothing less," Charly said, and asked, "What do you need from me?"

"Well, it's very important that club managers know that I'm coming and why, what I'll be looking for, how important their cooperation is, and that kind of thing. I suggest we put together a preliminary engagement plan and share that with them. I'd like you to come with me, if you can, or at least call each manager personally and explain my role and what we are trying to achieve."

"Hmmm," Charly thought for a moment. "Don't you think my presence will affect how the managers and staff might act or what they might say?, he asked?

"Perhaps," Jazz replied. "But the trade-off is that your presence will send a clear and powerful message that this engagement is important to you and for Wild Wild West. This will give you a chance to begin painting a picture of how things could and should be. In consulting speak, this is the ideal future state, the TO BE. How things are currently, the AS IS, good and bad, is what we are trying to better understand; and that will lead to an improvement plan."

"Sounds good," Charly said, and asked, "What's next?"

"I'll put the basic plan together for you before lunch, and include a statement-talking notes-for you to share with your managers. You can have a read and I'll make any changes or additions you'd like. Give me till, say, 2:00 PM and we'll meet, again, to finalise it. By the way, let's bring in your manager. What did you say her name was? I've got an idea."

"Oh, yeah; that's Kate," Charly informed Jazz. "What are you thinking?"

Jazz explained: "I'm thinking Kate should join us on our fact-finding mission, or as soon as possible, with an eye to her taking a lead role in the data gathering phase or the overall change process. The other managers should get to know her now. At the same time, you can let the associate manager take over operations for a couple of weeks and see how that goes. We might get him involved in the larger change at some point, too."

"Great idea," Charly said and concluded, "We'll meet up in a couple of hours. Take this office for the time being, and have some lunch on me. I've got some business I need to attend to."

Shortly after 2:00 Charly and an attractive, if "all business" female in a dark, dress suit, whom Jazz could only assume was Kate, entered the office. "How'd you go?, Charly asked, and, rhetorically, "Hope you had a bite to eat."

Jazz stood and both women shook hands. This is the amazing manager I told you about, Jazz. Meet Kate. Kate, this is an old friend and colleague of mine, Jasmine Van Zant. If you're willing, you will be working with Jazz over the coming weeks."

"Well that sounds interesting," Kate said enthusiastically. "What's it all about?"

Charly explained to Kate briefly what was going on, and suggested Jazz share the plan with him and Kate for more detail.

Jazz outlined her high-level plan for engagement. There was to be several phases, Jazz explained, with the first phase diagnosis-this is what the three of them would be doing initially. The objective is to get as much detail on operational performance as possible-what's working, what's not, and why and then present this to managers and staff.

We will interview managers and staff at four or five clubs, and observe operations for a day or two. But we will use this diagnostic phase to not only gather performance data, but to identify managers and staff whom we will enlist to take on more active roles through the various phases of the engagement. Let's call them "change champions". We'll also use this first phase to begin the education process: what we are trying to achieve, how we intend to go about, and why it is so important."

"Wow!", voiced Kate; "that sounds exciting and I'd really like to be a part of it. But, it also sounds ambitious and complicated. Surely, we need some focus. We can't just go find out everything in a day or two."

"You're right", Jazz responded. "I've been thinking about some of the areas we will need to focus on, and I'm sure you both have some ideas. Let's brainstorm our diagnostic focus right now, and I'll put together a concrete plan by dinnertime, keeping in mind that we want to get as much "buy in" from managers and staff as possible."

The three exchanged looks. There was a pause. "So, who goes first?" Kate queried. "I am stuck with old assumptions," Charly admitted. "I don't have anything new to offer. Obviously, we have to get behind the symptoms to find out what's causing the problems."

"Well, I don't know much about what is going on in the other clubs," Kate said.

"You know what?" Jazz suggested, "Maybe we don't go in with specific questions or too many assumptions as to what's going on. But, rather, set up forums for managers and staff to hear Charly's vision for Wild Wild West and discuss how positioned we are at the moment to make that vision a reality. This will give everyone a chance to express their views and concerns. We'll probably hear some good ideas and find out who is willing and able to be a part of the new Wild Wild West. From there we can start building teams to complete the diagnostic phase and prepare for transition planning."

Again, the three looked at one another, nodding understanding and acceptance. "Sounds like a plan for a plan," Charly said. "Now, let's talk about dinner!"

Question:

What aspect of this case study does it concern entry and contracting?