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The changing face of competition, both domestic and global, was looking directly into the window of the headquarters of the Forest Products Company...

The changing face of competition Case Study and 4 questions. Answer questions as brief as possible with answering the question at hand.
The changing face of competition, both domestic and global, was looking directly into the window of the headquarters of the Forest Products Company (FPC) of the Weyerhauser Corporation in Seattle, WA. It was a face that reflected the trend away from the large firm, commodity lumber business and toward the small mills that tailor- made products to meet the demands of their customers. Interestingly, these small mills owed their existence, in large part, to the sale of machinery by the larger firms when they were faced with the depressed housing market in the early 2000’s. As a consequence of being able to buy this machinery at depressed prices, these small, nonunion, owner-operated, entrepreneurial, customer-oriented mills were able to not only be the most market-oriented but also the lowest cost operations. Deciding that going out of business was not an alternative, Charley Bingham, the CEO of the FPC, suggested that something needed to be done, preferably sooner rather than later. Together, the top dozen managers decided that a massive reorganization was called for, accompanied by a radical change in strategy. According to Bingham, the change in strategy went something like this: Approximately 80 percent of our sales dollars in 2005 represented products sold as commodities. By 2015 we resolved that we must reverse the proportions. The massive reorganization mirrored that being done by headquarters. The headquarters decided to decentralize dramatically. The three operating units, of which FPC was one, were given free reign on how to do their business. Given this scenario, Bingham and his top team decided it needed to create an organization capable of acting and responding just like their competitors. Thus, they created 200 profit centers with each center being largely responsible for its own bottom line. This restructuring soon proved to be only a step in the right direction. The ability of the organization to implement, its new strategy was being undermined by the pervasive poor morale. In addition, many middle managers, those needed to actually carry out the change, were pessimistic about the possibility of sustained future success. Silently, they even questioned their own ability to operate the profit centers. With insights from Horace Parker, director of executive development for FPC, the rest of the top team came to realize that there would have to be a total transformation of the organization: the corporate culture, knowledge base, skill levels, style of leadership and team orientation would all have to change, for all employees. With 18,000 employees across the U.S., Parker wasn’t sure where to start. The others said they would help, but Horace had to tell them what to do. Horace, of course, is waiting to hear what you have to tell him. 1. What are the business objectives here that Horace must use to focus his activities? 2. What are his new management and executive development objectives? 3. How should he go about addressing the implications of these objectives for management and executive development? 4. In addition to management and executive development, what other organizational changes are needed to support this transformation?
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1. What are the business objectives here that Horace must use to focus his activities?
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Following are the business objectives that Horace must use to focus his objectives:
1) To become from a...

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