In 2013, after nearly three years of making organizational changes, the chief executive officer of Federated Co-Operatives Limited (FCL) wondered if he was pushing his unique company through a transformation too rapidly or if he was not pushing hard enough to modernize the firm. FCL was a cooperative, a remnant of a farmers' purchasing organization that had grown to become one of the 50 biggest companies in Canada. On the other hand, the business's financial success and democratic governing arrangement had lulled FCL into a scenario characterized by outdated processes and systems.
Leadership, branding, information technology, and talent management processes needed to be transformed and culture changes were required to move forward. Nevertheless, some employees were resisting, possibly as an outcome of burnout due to the magnitude of change or the joint leadership structure, which further created complexities in the much needed changes and their structure. Company’s CEO, as a duty, had to address his workers about the improvement of the transformation at a questions and answers session. What should he tell them? Dionne Pohler is affiliated with University of Saskatchewan.
PUBLICATION DATE: April 29, 2016 PRODUCT #: W16253-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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