A635.8.3.RB - Transformational Strategies

A635.8.3.RB - Transformational Strategies

Organization Transformation (OT) is defined as drastic, abrupt change to total structures, managerial processes, and corporate cultures (Brown 2011). It can also be described as revolution rather than an evolution. In other words, organization transformation should happen abruptly or else the change may never take root. Jim McIngvale understood this and implemented changes immediately so his company could stay afloat.

Jim McIngvale and Stanley McChrystal are different and similarities. Both dealt with change a little differently, but both had to deal with change because suddenly, their environment had changed. McIngvale realized that after the economic recession and the horrific fire that costing $30 million and dropped the business by 80%. For McIngvale this was a double whammy of the furniture business during the recession and the fire and for Brig. Gen. McChrystal, it was the event of 9/11, not this parachute excursion.

Jim McIngvale used many different ideas to transform the culture of his business. Through many different unfortunate events, it is surprising that his business made it. However, since he was lucky enough to keep his business, he understood that his company needed to change and change fast to ensure it stayed around even longer. McIngvale had read a book on Influencer Training and did his best to adapt the principles.  McIngvale's approach of the Influencer training took their organization that could have easily crumbled because of all the improbable issues, and reignited the culture and the strategic methods and made Gallery a leader.  According to Brown (2011) fig. 15.4, a strong culture is defined when both the number of members sharing values and the commitment by those members to the values are high; "A strong culture is characterized by the organization's basic values being intensely held and widely shared."  After McIngvale implemented the Influencer training, Gallery Furniture now has a strong culture that prides itself in customer and employee satisfaction.

Stanley McChrystal’s testimony was one that struck a chord. Too often we see military leaders as being brash. These leaders are stuck in their ways, and believe their way is the only way for an operation to be done. Enter the life changing events of 9/11 and the technological advances that have taken place sense then, and the leadership picture has changed. No longer are they able to meet individuals face to face. Instead they must trust the voice on the other side of the line.

In the end, “leaders can let you fail and not let you be a failure” (McChrystal 2011). What does this mean? Everyone will take something different away from this, but Stanley McChrystal used an incredible example. He had failed miserably in front of his battalion commander. His battalion commander could have ripped into him even further making him feel worthless, instead he picked him up. As a leader, you need to ensure that you do not pile on when your followers down. You are there to keep them level headed. This way their highs are not too high and their lows are not too low.

References

Brown, D. R. (2011). An Experiential Approach to organization Development. Upper Saddle River: Prentice Hall.

McChrystal, S. (2011, March). Listen, learn ... then lead. Retrieved from TED: http://www.ted.com/talks/stanley_mcchrystal.htm

McIngvale, J. (2012, September 17). Gallery Furniture Case Study. Retrieved from Vital Smarts: http://www.vitalsmarts.com/casestudies/gallery-furniture/