Disruptive by nature. The enterprise of the future
Portal Gourmet, LLC preparing future strategies
In this fast-paced world, change and adaptation are required to approach customers efficiently. Customer needs are important to create better and inexpensive products. Companies must provide excellent customer service and use less hierarchical decision making. Due to a massive number of competitors in the marketplace, no matter how big or small a company is, change has to be embraced to keep up with the latest technology to satisfy and reach consumers.
Our efforts to change and adapt to the current global economy are based on John P. Kotter’s book, Leading Change (1996). Kotter explains eight steps to create a successful change.
Portal Gourmet, LLC will benefit from Kotter’s theories in the following way:
1. A sense of urgency
Without a sense of urgency, people are complacent and actions are not directed to create growth for the company. A sense of urgency is important for Portal Gourmet, LLC because it will motivate everyone to find ways to establish business relationships (Kotter, 1996).
To create a sense of urgency, we can discuss the company’s needs to increase monthly sales. We can compare other small businesses revenues to differentiate their success in the marketplace.
2. The guiding coalition
An efficient and effective team is necessary for successful change (Kotter, 1996). One person cannot lead alone but requires a team to help them process a lot of information quickly (Kotter, 1996).
Portal Gourmet, LLC is comprised of eight independent contractors (or associates) who possess different personalities and special skills that allow them to reach different potential groups of people. Considering their attitudes and aptitudes, the guiding coalition should include an expert in sales or marketing, an expert in exports, and a mentor that encourages trust and common goals (Kotter, 1996).
We recognized the importance of trust in order to work and function as a team (Kotter, 1996). Trust improves our relationship and helps us find commonalities that contribute to our personal and professional lives. Trust enhances mutual understanding, respect and caring (Kotter, 1996); accordingly, trust must be present in our business discussions to benefit the group and encourage deeper and more thoughtful thinking.
3. Vision and Strategy
Portal Gourmet Sauce™ needs to be recognized as a household name. Therefore, great effort and dedication is required. Learning consumer’s behavior and creating relationships will be accomplished through participation in restaurant presentations, tasting parties, gourmet events and hosting social gatherings.
A vision motivates and helps people direct efforts and procedures efficiently. A vision keeps high levels of perseverance, induces better communication, and the willingness to innovate new ideas.
4. Communicating the change vision
Considering that the guiding coalition is successful in transmitting the vision, Portal Gourmet, LLC still needs to consider different channels to send the message effectively.
The first strategy consists in keeping simple messages (Kotter, 1996). Clear and concise messages are direct and understandable. Direct communication allows the general public to understand the intended message easily. Another strategy uses metaphors and analogies (Kotter, 1996). Analogies proved to be effective in discussions which have ended in great decisions in our group.
Leading by example keeps associates motivated (Kotter, 1996). As owners, we need to be the first ones to work harder; for example, visiting many small businesses to make presentations and visiting local events to give free samples. Also, we need to make phone calls, fax, email and mail information to increase awareness. If our behavior does not correspond to our goals, team member’s motivation will decrease. We believe that when they realize we take our responsibilities very seriously, their motivation will increase. Consequently, they will work harder than ever!
5. Empowering employees
Our associates are key to Portal Gourmet, LLC. They actively participate in generating ideas and making suggestions to approach potential clients. Their responsibilities include meeting with people and business owners and creating deals that compel possible clients. All associates conduct research about the gourmet industry, new techniques, famous chefs, etc. After considering a variety of data, they present reports to keep Portal Gourmet, LLC updated.
Associates meet with a variety of people and need support and approval from leadership to offer great business deals. Portal Gourmet, LLC must help them do their jobs and reach their goals. During meetings, we discuss possible barriers that could inhibit their performance. Recently, Portal Gourmet, LLC gave associates iPads to assist with slide presentations, access to documents and internet websites.
Empowering associates with decision making allows them to negotiate any agreement that fulfills their clients’ needs. Portal Gourmet, LLC understands that if associates are discouraged and disempowered, they will not negotiate great deals.
6. Generating short-term wins
Establishing short-term wins benefit the team. Results encourage people to try, work hard, and take risks (Kotter, 1996). Portal Gourmet, LLC will consider tangible results in the short-term to move in the right direction and motivate associates.
Short-term wins may be reviewed monthly or by-monthly. The short-term wins to consider are: evaluations of new clientele (businesses who carry Portal Gourmet Sauce™), and responses to postings in social media sites.
Portal Gourmet, LLC goal is to increase sales by 10% per quarter. In order to reach this goal, small businesses will be asked to carry the sauce, ten new national distributors must be added, and an increase of 20% participation in Facebook and Twitter media sites is required.
These short-term wins may stress associates; nevertheless, it is necessary to keep their urgency levels high (Kotter, 1996). In order to motivate and reduce stress, Portal Gourmet, LLC will help associates form and manage their own teams. We will provide management and customer service trainings for their benefit.
7. Consolidating gains and producing more change
Portal Gourmet, LLC is a new company. Associates share amicable and respectful relationships and support each other. Nevertheless, in the near future, more associates will need to join the team. The expansion of the business may result in people forming groups, and groups may reject or resist change (Kotter, 1996).
In order to pursue a successful change and encourage groups to collaborate, the guiding coalition may use their success stories to prevent problems and move forward. External consultants can provide help to resolve problems. Also, specialists can redirect people to the vision.
8. Anchoring new approaches in the culture
Changes in the organizational culture are noticeable at this stage (Kotter, 1998). An organizational culture portrays norms of behavior and shared values that influence people’s performance (Kotter, 1996). At this stage, more effort will be required to make change permanent. Reinforcement includes more support to help associates understand the benefits of the vision; for example, once Portal Gourmet Sauce™ is recognized as a household name, associates will have the opportunity to expand the business to other states. They will have the opportunity to establish and manage their own offices.
Portal Gourmet, LLC understands the rapid changes of this era. Consumers expect faster services, better and affordable products, and excellent customer service. We must be externally oriented to focus on the consumer’s real needs. If we are not externally focused, people will take their business elsewhere.
Bibliography
Kotter, J. (1996). Leading change. Boston: Harvard Business School Press.
Disruptive by nature, the enterprise of the future
Our fast-moving global economy requires organizations to adjust business models regularly. Today, business entrepreneurs and CEOs must embrace change in their vision and incorporate it as their 24/7 mission.
Disruptive innovation entails creating new values, as well as questioning the existing methodologies and approaches to conduct business (The IBM Global CEO Study, 2008). Change in the twenty-first century involves being competitive, incorporating best quality products, exercising best practices and providing excellent customer service (Kotter, 1996; The IBM Global CEO Study, 2008). Taking risks is important, as is learning from failures and adopting change in order to continue.
Disruptive innovation consists in doing business differently in a simple, accessible, affordable and customizable manner (Christensen, Johnson & Horn, 2009). Disruptive innovations can be catalysts for change, and may influence customer’s behavior. Such innovations create business growth while other incumbent companies find themselves trying to sustain current products and services.
As you will notice in the video Disruptive by nature, the enterprise of the future, CEOs know how rapidly the economy has changed. The way they conducted business before has become obsolete, especially in terms of reaching consumers. A disruptive innovation is crucial during this time. The more we approach consumers in simple ways and customize our products and services to their needs, the better chance to flourish.
Taking risks becomes necessary; and disruptive innovations provide viable alternatives when adjusting to the realities of the twenty-first century. Change is now a more predominant way of life. Embrace it, open your mind to new paradigms and incorporate disruptive innovation to your advantage!
Bibliography
Christensen, C., Johnson, C. & Horn, M. (2008). Disrupting class: How disruptive innovation will change the way the world learns. New York: McGraw-Hill.
Kotter, J. (1996). Leading change. Boston: Harvard Business School Press.
The IBM Global CEO Study. (2008). Disruptive by nature. The enterprise of the future. Retrieved November 13, 2010 from http://www.youtube.com/watch?v=JpfZP2dnhBs
The importance of urgency
Portal Gourmet, LLC preparing future strategies
In this fast-paced world, change and adaptation are required to approach customers efficiently. Customer needs are important to create better and inexpensive products. Companies must provide excellent customer service and use less hierarchical decision making. Due to a massive number of competitors in the marketplace, no matter how big or small a company is, change has to be embraced to keep up with the latest technology to satisfy and reach consumers.
Our efforts to change and adapt to the current global economy are based on John P. Kotter’s book, Leading Change (1996). Kotter explains eight steps to create a successful change.
Portal Gourmet, LLC will benefit from Kotter’s theories in the following way:
1. A sense of urgency
Without a sense of urgency, people are complacent and actions are not directed to create growth for the company. A sense of urgency is important for Portal Gourmet, LLC because it will motivate everyone to find ways to establish business relationships (Kotter, 1996).
To create a sense of urgency, we can discuss the company’s needs to increase monthly sales. We can compare other small businesses revenues to differentiate their success in the marketplace.
2. The guiding coalition
An efficient and effective team is necessary for successful change (Kotter, 1996). One person cannot lead alone but requires a team to help them process a lot of information quickly (Kotter, 1996).
Portal Gourmet, LLC is comprised of eight independent contractors (or associates) who possess different personalities and special skills that allow them to reach different potential groups of people. Considering their attitudes and aptitudes, the guiding coalition should include an expert in sales or marketing, an expert in exports, and a mentor that encourages trust and common goals (Kotter, 1996).
We recognized the importance of trust in order to work and function as a team (Kotter, 1996). Trust improves our relationship and helps us find commonalities that contribute to our personal and professional lives. Trust enhances mutual understanding, respect and caring (Kotter, 1996); accordingly, trust must be present in our business discussions to benefit the group and encourage deeper and more thoughtful thinking.
3. Vision and Strategy
Portal Gourmet Sauce™ needs to be recognized as a household name. Therefore, great effort and dedication is required. Learning consumer’s behavior and creating relationships will be accomplished through participation in restaurant presentations, tasting parties, gourmet events and hosting social gatherings.
A vision motivates and helps people direct efforts and procedures efficiently. A vision keeps high levels of perseverance, induces better communication, and the willingness to innovate new ideas.
4. Communicating the change vision
Considering that the guiding coalition is successful in transmitting the vision, Portal Gourmet, LLC still needs to consider different channels to send the message effectively.
The first strategy consists in keeping simple messages (Kotter, 1996). Clear and concise messages are direct and understandable. Direct communication allows the general public to understand the intended message easily. Another strategy uses metaphors and analogies (Kotter, 1996). Analogies proved to be effective in discussions which have ended in great decisions in our group.
Leading by example keeps associates motivated (Kotter, 1996). As owners, we need to be the first ones to work harder; for example, visiting many small businesses to make presentations and visiting local events to give free samples. Also, we need to make phone calls, fax, email and mail information to increase awareness. If our behavior does not correspond to our goals, team member’s motivation will decrease. We believe that when they realize we take our responsibilities very seriously, their motivation will increase. Consequently, they will work harder than ever!
5. Empowering employees
Our associates are key to Portal Gourmet, LLC. They actively participate in generating ideas and making suggestions to approach potential clients. Their responsibilities include meeting with people and business owners and creating deals that compel possible clients. All associates conduct research about the gourmet industry, new techniques, famous chefs, etc. After considering a variety of data, they present reports to keep Portal Gourmet, LLC updated.
Associates meet with a variety of people and need support and approval from leadership to offer great business deals. Portal Gourmet, LLC must help them do their jobs and reach their goals. During meetings, we discuss possible barriers that could inhibit their performance. Recently, Portal Gourmet, LLC gave associates iPads to assist with slide presentations, access to documents and internet websites.
Empowering associates with decision making allows them to negotiate any agreement that fulfills their clients’ needs. Portal Gourmet, LLC understands that if associates are discouraged and disempowered, they will not negotiate great deals.
6. Generating short-term wins
Establishing short-term wins benefit the team. Results encourage people to try, work hard, and take risks (Kotter, 1996). Portal Gourmet, LLC will consider tangible results in the short-term to move in the right direction and motivate associates.
Short-term wins may be reviewed monthly or by-monthly. The short-term wins to consider are: evaluations of new clientele (businesses who carry Portal Gourmet Sauce™), and responses to postings in social media sites.
Portal Gourmet, LLC goal is to increase sales by 10% per quarter. In order to reach this goal, small businesses will be asked to carry the sauce, ten new national distributors must be added, and an increase of 20% participation in Facebook and Twitter media sites is required.
These short-term wins may stress associates; nevertheless, it is necessary to keep their urgency levels high (Kotter, 1996). In order to motivate and reduce stress, Portal Gourmet, LLC will help associates form and manage their own teams. We will provide management and customer service trainings for their benefit.
7. Consolidating gains and producing more change
Portal Gourmet, LLC is a new company. Associates share amicable and respectful relationships and support each other. Nevertheless, in the near future, more associates will need to join the team. The expansion of the business may result in people forming groups, and groups may reject or resist change (Kotter, 1996).
In order to pursue a successful change and encourage groups to collaborate, the guiding coalition may use their success stories to prevent problems and move forward. External consultants can provide help to resolve problems. Also, specialists can redirect people to the vision.
8. Anchoring new approaches in the culture
Changes in the organizational culture are noticeable at this stage (Kotter, 1998). An organizational culture portrays norms of behavior and shared values that influence people’s performance (Kotter, 1996). At this stage, more effort will be required to make change permanent. Reinforcement includes more support to help associates understand the benefits of the vision; for example, once Portal Gourmet Sauce™ is recognized as a household name, associates will have the opportunity to expand the business to other states. They will have the opportunity to establish and manage their own offices.
Portal Gourmet, LLC understands the rapid changes of this era. Consumers expect faster services, better and affordable products, and excellent customer service. We must be externally oriented to focus on the consumer’s real needs. If we are not externally focused, people will take their business elsewhere.
Bibliography
Kotter, J. (1996). Leading change. Boston: Harvard Business School Press.
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