2. 1
Executive summary
This report will assist in the formation of Tasti as a ‘high profile’ brand. This will be done by
assessing the current situation using eight contextual features; time, scope preservation,
diversity, capability, capacity, readiness and power. The management style, change design and
change target will also be considered. The execution of the strategy will be evaluated in terms
of what factors will influence the accomplishment of the strategy. Lastly, the implementation
process itself will be outlined.
3. 2
Table of Contents
Executive summary.........................................................................................................................1
Executive summary..........................................................................Error! Bookmark not defined.
Strategy formulation.......................................................................................................................4
Time.................................................................................................................................................4
Time and design choices .............................................................................................................4
Scope...............................................................................................................................................4
Scope and design choices............................................................................................................5
Preservation....................................................................................................................................5
Preservation and design choices.................................................................................................5
Diversity ..........................................................................................................................................6
Diversity and design choices .......................................................................................................7
Capability.........................................................................................................................................7
Capability and design choices .....................................................................................................7
Capacity...........................................................................................................................................8
Capacity and design choice .........................................................................................................8
Readiness ........................................................................................................................................9
Readiness and design choices ...................................................................................................10
Power ............................................................................................................................................10
Power and design choices.........................................................................................................10
Strategy execution ........................................................................................................................11
Communication.............................................................................................................................11
Resistance .....................................................................................................................................11
Education ......................................................................................................................................12
Strategy Implementation..............................................................................................................12
Recruitment and selection............................................................................................................12
4. 3
Mobilising- Communicating a vision.............................................................................................13
Empowering Action.......................................................................................................................13
Instilling Change............................................................................................................................13
Creating continuity........................................................................................................................14
Appendix .......................................................................................................................................14
1.1 Cultural web of Tasti ...........................................................................................................14
1.2 Future Organisation.............................................................................................................14
1.3 Stakeholder’s communication requirement .......................................................................15
1.4 Dynamic capabilities............................................................................................................15
1.5 Assets...................................................................................................................................16
1.6 Change summary.................................................................................................................17
References.....................................................................................................................................18
5. 4
Strategy formulation
The strategy chosen to build Tasti’s profile is a brand building strategy. A key issue outlined in
the strategic analysis is that Tasti is currently not considered a ‘high profile brand’. Consumers
are knowledgeable about particular products rather than the brand (Har lee, 2010).
A change action team specialising in Marketing will be developed with a change agent
managing this team (Balogyn & Hailey, 2004). This will essentially be a form of functional
delegation. Marketing outputs will change in order to enhance the value and perception of the
brand.
Time
The strategic analysis recognises that Tasti is in a favourable position and has illimitable time to
implement change initiatives (personal communication, 2012).
Time and design choices
This will result in a reconstruction followed by an evolutionary transition. The reconstruction
portion will be limited to members involved. This will be implemented using participation style
of management (Balogyn & Hailey, 2004).
Senior management can create a particular change path which will allow those involved time to
adjust. The need for change is not currently at the forefront, so, this will allow Tasti to use a
participation approach to gain acknowledgment of the need for change and encourage
participant’s acceptance of the concept (Balogyn & Hailey, 2004).
The luxury of time will enable the change action team to be screened for proficiency and
capability with time to improve and train personnel (Balogyn & Hailey, 2004).
Scope
Scope determines how much change is necessary. The two parts of scope are –the depth
required and the extent of change across the company (Balogyn & Hailey, 2004).
6. 5
The scope of change necessary is more depth intensive, predominantly in the marketing
division. This will consist of a mixture of an adaption and evolutionary approach. The target of
change is the marketing output and value of the organisation in the eyes of both the
consumers and staff (Balogyn & Hailey, 2004).
Scope and design choices
The change path will be a reconstruction with regards to the development of the change group
and evolutionary in regards to the amount of time allowing for a gradual implementation which
will ultimately result in a proficient strategic marketing team (Balogyn & Hailey, 2004).
Preservation
Tasti endowed many assets which must remain present. Both tangible and intangible assets
must be considered, please see appendix 1.3 for details.
The assets which must be preserved are shown in italics in the appendix. The three assets
which need to be changed are intangible assets; they are customer loyalty, and market share in
New Zealand and Australia. The current progress made in these three departments must be
preserved, but improvement in these areas is expected and desirable (Har lee, 2010).
An important asset discovered is the flat management structure. It has allowed Tasti to make
decisions quickly and react to market changes efficiently (Har lee, 2010). This feature has been
discovered to be an important competitive advantage (personal communication, 2012).
The knowledge and skills acquired by Tasti staff are also a significant. In particular the multi-
disciplined senior management team has been identified to be a core competency of Tasti (Har
lee, 2010).
Preservation and design choices
The preservation of particular skill sets of certain staff members have been described as
desirable preservation choices and therefore a collaborative style to change has been identified
as a safer route as this emphasises the importance of these individuals (Balogyn & Hailey,
2004).
7. 6
Diversity
The degree of diversity amongst the staff that will be affected by the change is essential to
understand. The organisation as a whole is heterogeneous; however the group being targeted
is likely to be more homogeneous with heterogeneous elements (personal communication,
2012).
The extent of uniformity within Tasti is low. Different national cultures, subcultures and
professional groups exist (personal communication, 2012). The change action team and Mr
Cook himself will be the main focus of this assessment of diversity. Within this group, there will
certainly be professional diversity between Mr Cook and this team. It can be expected that the
group will have different national cultures and subcultures will exist (Statt, 2004).
The change agent will ultimately be responsible for deciding on the levels of diversity and the
extent of diversity will ultimately be governed by the intended outcomes of this change
procedure (Balogyn & Hailey, 2004).
The level of diversity will ultimately affect the level of loyalty amongst the team. There must be
a shared vision and a shared direction amongst the change group. As Cook will be sourcing
from within the company, the extent to which staff identifies with their peer group over the
change leader may affect the outcomes (Balogyn & Hailey, 2004).
A recent trend of declining loyalty towards corporations and senior management could
negatively affect the ability for the team to work cohesively with Mr Cook. Mr Cook will need to
ensure there are no assumptions made about the level of loyalty felt by staff, as it is likely that
this will be overestimated. The recent increase in production and internationalisation may
have made units of the company become more autonomous and feel less connected with the
senior management team (Balogyn & Hailey, 2004).
8. 7
Diversity and design choices
If the level of diversity is disruptive, a target of value-led change will be appropriate. The values
statement can be installed throughout the operations. This value statement will need to voice
respect and acceptance of other cultures and religion (Balogyn & Hailey, 2004).
The level of professional diversity amounts the group will call for an initiative which will
enhance the ownership of change. This will be a change style that advocates collaboration
amongst group members (Balogyn & Hailey, 2004).
Capability
Tasti has shown a capacity for operational change with the introduction of its modern facilities
and production lines. The company has also claimed to have a high capacity for change at
senior management level, having a multi-disciplined skill set and a shared attitude that
embraces change (Har lee, 2010). The staff have shown an ability to handle organisational
transition with the smooth transition of new operational procedures and a high capability of
change with their increased proficiency resulting from active participation in numeracy and
literacy programs (Workbase, 2009).
The organisation itself is also capable of change. This has been shown by the successful
integration of Tasti products into the Australian market. It has been acknowledged that change
was necessary to be accepted by the Australian market. It is also important to note that Tasti
has successfully maintained its market share in this new market which emphasised that this
company is capable of maintaining change on a continual basis in response to an
environmental change (Har lee, 2010).
Capability and design choices
The high capacity for change amongst this organisation influences the change path. Tasti has
exemplified a capability for change which would suit transformational change and evolutionary
change (Balogyn & Hailey, 2004).
9. 8
A change style of collaboration will require the ability to facilitate others. The change roles will
therefore involve the change leader, as Mr Cook will need to compensate for any lack of
capacity for change amongst the marketing team. This is due to the fact that, although the
organisation has shown a high capacity for change, the capacity for change must not be
overestimated (Balogyn & Hailey, 2004).
Capacity
Capacity is the amount of resources that the organisation can invest in the change plan. This is
divided into three sections; cash time and people (Balogyn & Hailey, 2004).
Management development of the change team can be expensive, as can marketing campaigns.
In order to ensure that Tasti does not make the common mistake of mimicking larger
companies with more financial backing, Tasti will need to be tactful about the design of the
marketing campaign (Cravens & Piercy, 2009).
Twelve months to will be the given timeframe to change. The change manager will be expected
to perform change initiatives whilst continuing to deliver normal performance targets. In order
to ensure that the change targets are met by this time, it is realistic to expect Mr Cook to
remove certain responsibilities for a limited time to ensure the change targets are met (Balogyn
& Hailey, 2004).
Tasti has sufficient quantity of employees to select from, however, the commitment to change
will need to increase and this will be dependent on the change leader’s capabilities (Balogyn &
Hailey, 2004).
Capacity and design choice
The change path will be dependent of the capacity of management, which has already been
identified as proficient and capable and therefore this area will require a smaller amount of
investment in terms of financial resources (Balogyn & Hailey, 2004).
10. 9
The value-led change involves heavy investment, yet the reconstruction of this plan has small
width, which will save financial resources. Yet, this value-led change is needed to achieve the
target (Balogyn & Hailey, 2004).
The use of Mr Cook’s time will be costly, as he has a high level of involvement in the business.
For this reason the change team will need to be proficient at working autonomously. His
presence will be necessary in the training and development portion and as a change leader.
However, a certain level of communication and physical presence must be maintained to
ensure the target will be met (Hubbard & Beamish, 2011).
Mr Cook has been chosen for this role because he holds the position of Marketing Director;
therefore this team will be an imperative part of his work. He has also been identified as having
the time to devote to the leadership of this change process because this particular target is
essentially his professional responsibility (personal communication, 2012).
Readiness
At this stage the level of readiness is reasonable. Public Relations initiatives have indicated that
Tasti is planning to initiate a campaign to make Tasti a more high profile brand. The level of
public awareness and the flat level management with open communication between levels
would indicate that staffs have been informed that this change plan is being arranged (Har lee,
2010).
The commitment to change is high at the management level. However, there is no evidence
that staff have been expressing a high level of commitment to this particular change plan
(personal communication, 2012). This low commitment to change may stem from staff feeling
ambivalent about the change. Employees may fear the concept of change or fear that it may be
disadvantageous for them (Statt, 2004).
Tasti’s own success may be its downfall in relation to being able to demonstrate the need for
change. According to the Har Lee (2010) article described increasing profits and proficiency and
11. 10
the Workplace (2011) article described a working environment which boasted consistency and
stability.
Readiness and design choices
The style of change can assist in enhancing a more ‘change ready’ nature amongst affected
staff. The participative collaboration movement should be coordinated in a top-down fashion
starting with the change agent. The change role will also be affected; the change agent will
need to demonstrate an absolute belief and commitment to change. The staff need to visibly
see this in action in the hope this will encourage the staff to embrace and believe in the change
themselves (Balogyn & Hailey, 2004).
Power
Power examines where the power lies within a company. It identifies the major stakeholders
and sources of power and whether there will be autonomy of the change agent and others
involved in the change plan (Balogyn & Hailey, 2004).
The change agent in this situation is restricted by one main individual. This business is privately
owned by Simon Hall, executive Chairman at Tasti Products Ltd. (personal communication,
2012). Cook must ensure he has the full commitment of this key stakeholder before any plan
can be mobilised (Balogyn & Hailey, 2004).
Power and design choices
In regards to roles; the amount of power Cook has as a change agent can be both beneficial and
disadvantageous. To be effective, a change leader needs to be a reasonably powerful individual
to provide the plan with powerful backing (Hubbard & Beamish, 2011).
12. 11
Levers can be used to deal with power; breaking and reforming formal and informal power
structures can help to create a change group that will buy-into the change quicker (Balogyn &
Hailey, 2004).
Strategy execution
Communication
The change plan must be communicated to all stakeholders involved (Balogyn & Hailey, 2004).
The change agent will be the communicator of this message.
Message repetition will be used to ensure there are no differences in the understanding of the
information. The stakeholder groups affected need to be aware of the changes and must guide
them to be committed to the change plan (Statt, 2004).
The areas highlighted in appendix 1.3 Stakeholder’s communication requirement, represent
areas where communication is lacking (personal communication, 2012). The variety of channels
used depends on the level of involvement in the program. The message content will also vary
between stakeholder groups (Balogyn & Hailey, 2004).
Resistance
The main barrier to change is likely to come from the main organisational stakeholder, Simon
Hall. However, in this case the main stakeholder is committed to the vision (Har lee, 2010). The
13. 12
main barrier expected is if the change group show signs of resistance due to poor follow-
through or no consequence management. In order to deal with this resistance the change
agent will need to facilitate and support the group through parcticiaption and involvement to
ensure the group is educated and informed about their roles (Balogyn & Hailey, 2004).
Education
Education is useful when you need to create understanding amougst employees about why the
change is needed, how it will effect them and to prepare them by giving them the tools they
need to accomplish the task. The task group created will need the most education.
Interventions can help to encourage change amounst people and to motivate individuals
towards mobilisation. Presentations and a change program to illustrate expected changes can
be used to help illustrate the need for this new strategy (Balogyn & Hailey, 2004).
Strategy Implementation
Recruitment and selection
A task group must be formed and recruited from within the company. To ensure the
appropriate staff are selected through recuriement process manageged by Human Resources.
HR will be required to advertise the vacanicies using a selection process. Candidtates will be
sorted, interviewed and fill out profile questionnaies to identify the final change group (Damian
& Kirkley, 2011).
14. 13
Mobilising- Communicating a vision
The change agent will be responsible for ‘motivation management’ in order to create
momentum. This involves announcing certain information to generate motivation. The vision
must be clearly defined to create an understanding of what is expected and a universal
movement towards goal attainment within the organisation. Ensure people know what skills
they need and what their roles and responsiblities are (Damian & Kirkley, 2011).
Empowering Action
The main obstacle is increasing involved employees motivation and commitment to change. In
order to ensure the emplopyees understand their goal, a cutural web showing the company
before and after can be used to give a clear vision (Damian & Kirkley, 2011).
A system change can help to ensure the employees are on task and help implementation, this
will be to design a management by objectives inititative and ensure that employees understand
the dynamics of this change (Damian & Kirkley, 2011).
One ideal which must be preserved and will be useful during implementation will be the use of
Tasti’s ritual to actively encourage creative freedem to improve performance (personal
communication, 2012).
Instilling Change
An “outward in” approach will be used to ensure that no changes are made to rapidly and risk
creating a backlash. Start off with objectives which are easy to reach and communicate rewards
and visibly recognize success when possible to encourage positive performance. Ensure
promotion of the vision and ensure people who actively believe in the vision are rewarded,
even if this is just verbally. Enhance the new group and ensure they mature professionally
15. 14
through giving them more autonomy, ownership and accountability of the project (Damian &
Kirkley, 2011).
Creating continuity
In order to ensure that the strategy endures and is a success, change capacity must be filtered
throughout the organisation and its values. This will ensure that the company is capable of
‘keeping up’ with changes in the external environment. The development of strong and
consistent leadership is also an important capability (Damian & Kirkley, 2011).
Appendix
1.1 Cultural web of Tasti
(Tasti, 2012)
1.2 Future Organisation
Paradigm
Family business
Quality & service focussed
Proud
Adaptive
Advanced (Technology)
Symbols
'Wholesome'
atmosphere
Caring
Up and coming under-
dog
Power Structure
Privately owned
company
Family business
Unions
Organisational
Structure
Flat management
structure
Centralised
Control Systems
Communication
between senior
management. No
filteringof information
due to a lack of middle
managment.
Routines and ritual
'quality-minded'
culture
Staff involvement
Actively encourage
creative freedom to
improve performance
Stories
Story of founders
which emphasises
humble kiwi
beginnings
16. 15
1.3 Stakeholder’s communication requirement
Awareness Understanding Support Involvement Commitment
Senior
managers
Yes Yes Yes Yes Yes
Shareholders Yes Yes Yes Yes Yes
Supervisors Yes No Neutral No No
Staff Yes No No No No
Customers Yes Partial Unknown No No
Suppliers Yes No No No No
(Personal communication, 2012).
1.4 Dynamic capabilities
-competitive advantage features.
Knowledge management Multi-disciplined senior management team used to create
competitive advantage
Adaptability Fast decision making. External factors reacted to quickly and
efficiently
Flexibility
Paradigm
Family business
Quality & service focussed
Proud
Adaptive
Advanced (Technology)
Strong CSR
Trendy health concious marketing
Symbols
'Wholesome'
atmosphere
Caring
Up and coming under-
dog
Power Structure
Privately owned
company
Family business
Unions
Strong marketing
influence
Organisational
Structure
Flat management
structure
Co-manufacturing
Centralised
Specalised marketing
group
Control Systems
Strong communication
Strategic Planning
(Marketing)
Management by
objectives
Routinesand ritual
'quality-minded'
culture
Staff involvement
Actively encourage
creative freedom to
improve performance
Stories
Story of founders
which emphasises
humble kiwi
beginnings
17. 16
Speed of response to
external changes
Flat management structure allows Tasti's senior management to
make decisions quickly
Resources Large modern facility
R&D Fast response to changes in consumer demands
Customer relationship
strategy
Close relationship with customers allows for up-to-date analysis
of consumer behaviour trends
Multi-stage warehousing
system
Rapid response supply chain
Employees Investment in competency and motivation
(Tasti, 2012)
1.5 Assets
Tangible assets
Employees
Multi-disciplined senior management team
Diverse range of products
Large modern facility with sophisticated and reliable product lines
Intangible assets
Heritage of the company
Past success
B2B success with bakery consumers
Efficient productivity
Flat management structure
Established itself as a healthy brand
Customer loyalty Change required:
Increase
‘Pick the tick’ initiative
18. 17
Co-manufacturing with ‘Weight watchers’
Numeracy and literacy programs for employees
Australian market share Change required:
Increase
NZ market share Change required:
Increase
Logistics which provide competitive service
Capability to react quickly to changes in the market
Save the ‘kiwi’ CSR initiative
Family business with Son recently becoming more involved.
Management and employee knowledge and experience
(Har lee, 2010).
(Tasti, 2012).
1.6 Change summary
Change Design: Reconstruction of a change group and reconstruction of Mr Cook’s role.
Followed by evolution of the brand and how it is perceived both internally and externally.
Change targets: Creation of a trained change group resulting in an output of effective
marketing which builds the brand profile.
This is all three organisational levels at which to intervene. Behavioural because the change
group will have a different work environment, value because the brand will become a high
profile brand and therefore will change the way people think about their work and lastly,
outputs in the form of marketing.
Change roles: In-house sourcing of a change group and development of Adrian Cook as a
change agent
Change levers: Systems power as a change mechanism, breaking and reforming formal and
informal power structures, attitude-led change.
Change style (Management Style): Change style of collaboration and participation
Change start-point: The organisation wide start has already occurred. Each stakeholder is
19. 18
aware; however the pilot sites at which understanding and commitment are needed are
beginning to be exercised.
(Balogyn & Hailey, 2004).
References
Har Lee, Y. (2010, November 12). Success: Biting off as much as they can chew. NZHerald.
Retrieved from
http://www.nzherald.co.nz/business/news/article.cfm?c_id=3&objectid=10688622
Hubbard, G., & Beamish, P. (2011). Strategic Management (4th
ed.) French Forest. Australia:
Pearson Australia
(Hubbard & Beamish, 2011).
Balogun, J., & Hailey, H, V. (2004). Exploring Strategic Change (2nd
ed.) Essex, UK: Prentice Hall
Damian, R., & Kirkley, B. (2011). Strategy and Change: Massey University. Auckland, New
Zealand: Pearson.
Cravens, D. & Piercy, N. (2009). Strategic Marketing (9th
ed.) New York: America: McGraw Hill.
Cook, A. (2012). Personal communication. Auckland: New Zealand.
Statt, A. D. (2004). Psychology and the World of Work (2dn ed.) London, UK: Palgrave
Macmillan
Tasti Products Ltd. (2012). Retrieved from http://www.tasti.co.nz/
Workbase. (2011). Retrieved from http://www.workbase.org.nz/case-studies/tasti-products-
ltd.aspx
