SlideShare a Scribd company logo
BUSM139 Assessment 1:
Enhanced CDM for Tropicana
Team 4 Friday’s Batch:
1. Alicia Schandy - ID 220197597
2. Annkit Sharma - ID 220885591
3. Arpitha Thollapalli Gopinath - ID 220471578
4. Khushboo Bakhtiani - ID 220376181
5. Kui Zhao - ID 220474432
Client Organization: Tropicana
● Tropicana is a beverage company that sells fruit juices.
● It was founded in 1947.
● Between 1998 and 2021 it was a subsidiary of PepsiCo, but in August 2021, 61% of Tropicana was sold
to PAI Partners (private equity firm).
● Tropicana has a global footprint of more than 2,000 associates that spans North America and Europe.
● Tropicana highlights innovation and R&D as an essential part of their mission on their LinkedIn profile,
which makes their business particularly suitable to implement the CDM.
1
Client Organization: Tropicana
● In 2009, Tropicana switched the design on all
cartons sold in the United States to a new image
created by the Arnell Group.
● In less than two months and after a 20 percent
drop in sales, Tropicana switched back to its
original design losing a total amount of more
than 50 million dollars.
● The table represents the decline in sales after
implementing the new packaging. Also, we can
see that the sales significantly improve after
reverting to the original packaging.
1
The Company Democracy Model (CDM)
2
The Company Democracy Model (CDM)
2
The CDM is a practical methodology that organizations can adopt to achieve effective knowledge-based management
and leadership.The model is based on the utilization of the knowledge produced by the company itself as its own core
innovation engine.
Sustainability strategy:
● Level 1: Build a knowledge-based democratic culture.
-Employers feel free and secure to share knowledge, ideas, and insights in any format.
-The employers keeps the intellectual property of his contribution.
● Level 2: Build teams to validate and mature the idea presented in Level 1.
-Adjust human resources to support the employee in transforming the initial idea into practical project
requirements.
-Anyone with a good idea can receive this support.
● Level 3: Development efforts to produce actual and tangible results.
-The company invests in implementing the idea.
The Company Democracy Model (CDM)
2
Extroversion strategy:
● Level 4: Identify and manage innovation.
-Invest heavily in the product developed in level 3 and turn it into an innovation.
-Costly and time-consuming process; not all ideas reach this point.
● Level 5: Utilize competitiveness and promote international strategy and operations.
-Marketing and communication to exploit the power of the new products or services.
-Redesign organizational strategy to utilize innovation.
● Level 6: Reach the apex of the strategy
-Company can enjoy the benefits of being in a blue ocean, extroversion.
Organization challenges that the CDM cannot fulfill
3
● Sometimes products that look great on paper fail to deliver to customers.
● With the existing Company Democracy model, if an idea reaches level 3, and the product doesn’t perform well, it
could lead to huge losses for the company.
Reasons :
1. Fault in the product
2. Customer Dissatisfaction
3. Existing Competition in the market
4. Bad Design or Packaging
5. Incompatible with the existing system
● All the above can be identified at an earlier stage with thorough testing of the product, and can save time, effort
and money.
Enhanced CDM: Introducing level 2.5
4
Level 2.5 : Democratic Culture Controlled Partial Implementation
Enhanced CDM: Introducing level 2.5
4
Level 2.5: Democratic Culture Controlled Partial Implementation.
● Between Level 2 and Level 3.
● The company makes small investment to launch the product/idea in a segment of the target market and evaluate
the result.
● Evaluation should be in-depth and aim to identify flaws and areas of improvement for the product/idea including
Customer feedback and Market Analysis.
● If it works well, advance to Level 3 to fully implement it.
● If it doesn't, drop to Level 2 to adjust/reassess.
Enhanced CDM: Introducing level 2.5
4
Level 2.5: Democratic Culture Controlled Partial
Implementation.
For Tropicana:
● Company can change the package design in a
few trial cities and evaluate the results.
● If there is no impact on the sales or if the sales
reduce, then it makes no sense for the company
to move to Level 3.
● The company needs to move back to Level 2 to
modify or drop the idea.
Strategic goals that can be achieved through enhanced
CDM
5
● Understand customer - The new level will help us in understanding the target audience’s preferences in the
initial stages itself.
● Identify potential issues - If there are any flaws in the product, they can be identified easily and can be rectified
before mass/ bulk production.
● Save revenue and time - Cost incurred for acquiring raw materials, training new employees, hiring new
resources can be avoided. Resource’s time can be utilised to do some other job.
● Adapt to PDCA model - Plan: Recognize an opportunity and plan a change. Do: Test the change. Carry out a
small-scale study. Check: Review the test, analyze the results, and identify what you've learned. Act: Take
action based on what you learned in the study step.
Leadership styles needed to adopt Level 2.5
6
● Participative leadership:
Definition: The leader listens to the followers and involves them in the decision-making process
-Employees are involved in the decision-making process
-QA teams provide feedback on the product performance and quality
-Suggestions are taken from employees for the improvement of product
● Transactional leadership:
Definition: The leaders set clear objective and reward the followers accordingly for accomplishing said
objective in an organized fashion
-Focus on tasks and results during partial implementation
-Clarifying role and tasks to guide employees towards established goals
-Practicality, Performance-Oriented, Conventional Decision Making
Leadership activities needed to execute level 2.5
7
● Design your controlled partial implementation and how much time/money you are going to invest on it.
● Define the market segment that you are going to test on. E.g. For Tropicana this could be different cities.
● Organize the human resources that are going to be working on the development.
● Determine scope, assign tasks, clarify goals and processes. Communicate the expectation of the leader to the
employees clearly.
● Determine the types of Quality Assurance methods that are going to be used.
● Ensure the work environment supports employees’ goal achievement.
● Encourage the employees to participate in the testing phase and take in their input.
● Provide constructive feedback on task achievement.
● Analyze the results based on multiple factors like Customer Perception, Quality, Performance, Sales, etc.
● Quickly adapt to solve different problems.
Impacts of level 2.5 on other levels
8
● The risk of failure in Level 3 is reduced
because it will now receive a verified and
proven idea from level 2.5.
● The operation performance in Level 3 is
improved based on experiences gained in
Level 2.5.
● If the implementation of ideas in level 3
encounter problems in some regions or
periods, the company can drop the idea to
Level 2.5 and test the idea in small trials.
● Level 2 can now get feedback from level 1
(an idea that needs to mature) or from level
2.5 (tested idea with some flaws to be
improved).
Conclusions
9
By including level 2.5 :
● Chances of failure are reduced - Since the changes are thoroughly tested in Level 2.5, the chances of
failure after implementing new idea is very less.
● Company image and reputation is unharmed - Both corporate image and reputation can impact a
company’s revenue and success
● Company can avoid product launch being cancelled or delayed - this is important because it can hurt
relationships with company business partners
● Win customer’s trust - Companies will have good reputation in the market, this will increase their
customer base.
● This level can benefit companies of all sizes in every sector like technology, automobile, FMCG, etc.
Thank You

More Related Content

Similar to Leadership-Assignment1-ppt.pptx

Chapter 2The New Products ProcessThe
Chapter 2The New Products ProcessThe Chapter 2The New Products ProcessThe
Chapter 2The New Products ProcessThe
EstelaJeffery653
 
Hybrid Model
Hybrid ModelHybrid Model
Hybrid Model
Kristine Lungay
 
Software Development Lifecycle for Agile Teams and Innovation Management
Software Development Lifecycle for Agile Teams and Innovation ManagementSoftware Development Lifecycle for Agile Teams and Innovation Management
Software Development Lifecycle for Agile Teams and Innovation Management
Thomas Zdon
 
Business Agility - taking advantage of an agile R&D
Business Agility - taking advantage of an agile R&DBusiness Agility - taking advantage of an agile R&D
Business Agility - taking advantage of an agile R&D
Vasco Duarte
 
Heinz Unlocks Potential
Heinz Unlocks PotentialHeinz Unlocks Potential
Heinz Unlocks Potential
rolynn
 
Critical 5 to succeed as agile product manager using scrum
Critical 5 to succeed as agile product manager using scrumCritical 5 to succeed as agile product manager using scrum
Critical 5 to succeed as agile product manager using scrum
Bimlesh Gundurao
 
PM 1 (1).pptx
PM 1 (1).pptxPM 1 (1).pptx
PM 1 (1).pptx
satyamsk
 
Product roadmap 101
Product roadmap 101Product roadmap 101
Product roadmap 101
Murali Erraguntala
 
CEM Africa Agile Aug 2016
CEM Africa Agile Aug 2016CEM Africa Agile Aug 2016
CEM Africa Agile Aug 2016
IQbusiness
 
Vasco duarte - agile R&D - scrum gathering lisbon 2011
Vasco duarte - agile R&D - scrum gathering lisbon 2011Vasco duarte - agile R&D - scrum gathering lisbon 2011
Vasco duarte - agile R&D - scrum gathering lisbon 2011
Vasco Duarte
 
Global Marketing Effort
Global Marketing EffortGlobal Marketing Effort
Global Marketing Effort
Ekak Hardianto
 
How to Sell the Quickstart Methodology
How to Sell the Quickstart MethodologyHow to Sell the Quickstart Methodology
How to Sell the Quickstart Methodology
Odoo
 
ATC project management workshop presentation 25 sept
ATC project management workshop presentation 25 septATC project management workshop presentation 25 sept
ATC project management workshop presentation 25 sept
Levent Yildizgoren
 
CV_DH_ Geo PP
CV_DH_ Geo PPCV_DH_ Geo PP
30 60 90 day on boarding production plan
30 60 90 day on boarding production plan30 60 90 day on boarding production plan
30 60 90 day on boarding production plan
Calvin Naylor
 
PM Role in a Lean and Agile World - Rev2
PM Role in a Lean and Agile World - Rev2PM Role in a Lean and Agile World - Rev2
PM Role in a Lean and Agile World - Rev2
Dave Cornelius - Value Contributor-agility and innovation
 
14. Developing Custom Processes For IT Projects
14. Developing Custom Processes For IT Projects14. Developing Custom Processes For IT Projects
14. Developing Custom Processes For IT Projects
BhuWan Khadka
 
Odoo Experience 2018 - How to Efficiently Sell Odoo to SMEs
Odoo Experience 2018 - How to Efficiently Sell Odoo to SMEsOdoo Experience 2018 - How to Efficiently Sell Odoo to SMEs
Odoo Experience 2018 - How to Efficiently Sell Odoo to SMEs
ElínAnna Jónasdóttir
 
Continuous Process Improvement.pptx
Continuous Process Improvement.pptxContinuous Process Improvement.pptx
Continuous Process Improvement.pptx
JOHN PAUL ROBERTO
 
Agile is easy! It's making it work with your business that is hard
Agile is easy! It's making it work with your business that is hardAgile is easy! It's making it work with your business that is hard
Agile is easy! It's making it work with your business that is hard
Vasco Duarte
 

Similar to Leadership-Assignment1-ppt.pptx (20)

Chapter 2The New Products ProcessThe
Chapter 2The New Products ProcessThe Chapter 2The New Products ProcessThe
Chapter 2The New Products ProcessThe
 
Hybrid Model
Hybrid ModelHybrid Model
Hybrid Model
 
Software Development Lifecycle for Agile Teams and Innovation Management
Software Development Lifecycle for Agile Teams and Innovation ManagementSoftware Development Lifecycle for Agile Teams and Innovation Management
Software Development Lifecycle for Agile Teams and Innovation Management
 
Business Agility - taking advantage of an agile R&D
Business Agility - taking advantage of an agile R&DBusiness Agility - taking advantage of an agile R&D
Business Agility - taking advantage of an agile R&D
 
Heinz Unlocks Potential
Heinz Unlocks PotentialHeinz Unlocks Potential
Heinz Unlocks Potential
 
Critical 5 to succeed as agile product manager using scrum
Critical 5 to succeed as agile product manager using scrumCritical 5 to succeed as agile product manager using scrum
Critical 5 to succeed as agile product manager using scrum
 
PM 1 (1).pptx
PM 1 (1).pptxPM 1 (1).pptx
PM 1 (1).pptx
 
Product roadmap 101
Product roadmap 101Product roadmap 101
Product roadmap 101
 
CEM Africa Agile Aug 2016
CEM Africa Agile Aug 2016CEM Africa Agile Aug 2016
CEM Africa Agile Aug 2016
 
Vasco duarte - agile R&D - scrum gathering lisbon 2011
Vasco duarte - agile R&D - scrum gathering lisbon 2011Vasco duarte - agile R&D - scrum gathering lisbon 2011
Vasco duarte - agile R&D - scrum gathering lisbon 2011
 
Global Marketing Effort
Global Marketing EffortGlobal Marketing Effort
Global Marketing Effort
 
How to Sell the Quickstart Methodology
How to Sell the Quickstart MethodologyHow to Sell the Quickstart Methodology
How to Sell the Quickstart Methodology
 
ATC project management workshop presentation 25 sept
ATC project management workshop presentation 25 septATC project management workshop presentation 25 sept
ATC project management workshop presentation 25 sept
 
CV_DH_ Geo PP
CV_DH_ Geo PPCV_DH_ Geo PP
CV_DH_ Geo PP
 
30 60 90 day on boarding production plan
30 60 90 day on boarding production plan30 60 90 day on boarding production plan
30 60 90 day on boarding production plan
 
PM Role in a Lean and Agile World - Rev2
PM Role in a Lean and Agile World - Rev2PM Role in a Lean and Agile World - Rev2
PM Role in a Lean and Agile World - Rev2
 
14. Developing Custom Processes For IT Projects
14. Developing Custom Processes For IT Projects14. Developing Custom Processes For IT Projects
14. Developing Custom Processes For IT Projects
 
Odoo Experience 2018 - How to Efficiently Sell Odoo to SMEs
Odoo Experience 2018 - How to Efficiently Sell Odoo to SMEsOdoo Experience 2018 - How to Efficiently Sell Odoo to SMEs
Odoo Experience 2018 - How to Efficiently Sell Odoo to SMEs
 
Continuous Process Improvement.pptx
Continuous Process Improvement.pptxContinuous Process Improvement.pptx
Continuous Process Improvement.pptx
 
Agile is easy! It's making it work with your business that is hard
Agile is easy! It's making it work with your business that is hardAgile is easy! It's making it work with your business that is hard
Agile is easy! It's making it work with your business that is hard
 

Recently uploaded

Your LinkedIn Success Starts Here.......
Your LinkedIn Success Starts Here.......Your LinkedIn Success Starts Here.......
Your LinkedIn Success Starts Here.......
SocioCosmos
 
HOW TO USE FACEBOOK _ by Clarissa Credito
HOW TO USE FACEBOOK _ by Clarissa CreditoHOW TO USE FACEBOOK _ by Clarissa Credito
HOW TO USE FACEBOOK _ by Clarissa Credito
ClarissaAlanoCredito
 
Transportation_Channel_Investor_Presentation_April_2024_ Final .pdf
Transportation_Channel_Investor_Presentation_April_2024_ Final .pdfTransportation_Channel_Investor_Presentation_April_2024_ Final .pdf
Transportation_Channel_Investor_Presentation_April_2024_ Final .pdf
Matthewperry105
 
HMS Facebook Stories All V1 06092024.docx
HMS Facebook Stories All V1 06092024.docxHMS Facebook Stories All V1 06092024.docx
HMS Facebook Stories All V1 06092024.docx
Charles Bayless
 
原版制作(Hull毕业证书)赫尔大学毕业证Offer一模一样
原版制作(Hull毕业证书)赫尔大学毕业证Offer一模一样原版制作(Hull毕业证书)赫尔大学毕业证Offer一模一样
原版制作(Hull毕业证书)赫尔大学毕业证Offer一模一样
7lkkjxt
 
STUDY ON THE DEVELOPMENT STRATEGY OF HUZHOU TOURISM
STUDY ON THE DEVELOPMENT STRATEGY OF HUZHOU TOURISMSTUDY ON THE DEVELOPMENT STRATEGY OF HUZHOU TOURISM
STUDY ON THE DEVELOPMENT STRATEGY OF HUZHOU TOURISM
AJHSSR Journal
 
LORRAINE ANDREI_LEQUIGAN_HOW TO USE TELEGRAM
LORRAINE ANDREI_LEQUIGAN_HOW TO USE TELEGRAMLORRAINE ANDREI_LEQUIGAN_HOW TO USE TELEGRAM
LORRAINE ANDREI_LEQUIGAN_HOW TO USE TELEGRAM
lorraineandreiamcidl
 
Maximize Your Twitch Potential!..........
Maximize Your Twitch Potential!..........Maximize Your Twitch Potential!..........
Maximize Your Twitch Potential!..........
SocioCosmos
 
EASY TUTORIAL OF HOW TO USE G-TEAMS BY: FEBLESS HERNANE
EASY TUTORIAL OF HOW TO USE G-TEAMS BY: FEBLESS HERNANEEASY TUTORIAL OF HOW TO USE G-TEAMS BY: FEBLESS HERNANE
EASY TUTORIAL OF HOW TO USE G-TEAMS BY: FEBLESS HERNANE
Febless Hernane
 
UR BHATTI ACADEMY AND ONLINE COURSES.pdf
UR BHATTI ACADEMY AND ONLINE COURSES.pdfUR BHATTI ACADEMY AND ONLINE COURSES.pdf
UR BHATTI ACADEMY AND ONLINE COURSES.pdf
urbhattiacademy
 
Dominate Reddit Discussions.............
Dominate Reddit Discussions.............Dominate Reddit Discussions.............
Dominate Reddit Discussions.............
SocioCosmos
 
快速办理(BCR毕业证书)加州大学河滨分校毕业证文凭证书一模一样
快速办理(BCR毕业证书)加州大学河滨分校毕业证文凭证书一模一样快速办理(BCR毕业证书)加州大学河滨分校毕业证文凭证书一模一样
快速办理(BCR毕业证书)加州大学河滨分校毕业证文凭证书一模一样
ryxqoswi
 
快速办理(worcester毕业证书)伍斯特大学毕业证PDF成绩单一模一样
快速办理(worcester毕业证书)伍斯特大学毕业证PDF成绩单一模一样快速办理(worcester毕业证书)伍斯特大学毕业证PDF成绩单一模一样
快速办理(worcester毕业证书)伍斯特大学毕业证PDF成绩单一模一样
9u4xjk4w
 

Recently uploaded (13)

Your LinkedIn Success Starts Here.......
Your LinkedIn Success Starts Here.......Your LinkedIn Success Starts Here.......
Your LinkedIn Success Starts Here.......
 
HOW TO USE FACEBOOK _ by Clarissa Credito
HOW TO USE FACEBOOK _ by Clarissa CreditoHOW TO USE FACEBOOK _ by Clarissa Credito
HOW TO USE FACEBOOK _ by Clarissa Credito
 
Transportation_Channel_Investor_Presentation_April_2024_ Final .pdf
Transportation_Channel_Investor_Presentation_April_2024_ Final .pdfTransportation_Channel_Investor_Presentation_April_2024_ Final .pdf
Transportation_Channel_Investor_Presentation_April_2024_ Final .pdf
 
HMS Facebook Stories All V1 06092024.docx
HMS Facebook Stories All V1 06092024.docxHMS Facebook Stories All V1 06092024.docx
HMS Facebook Stories All V1 06092024.docx
 
原版制作(Hull毕业证书)赫尔大学毕业证Offer一模一样
原版制作(Hull毕业证书)赫尔大学毕业证Offer一模一样原版制作(Hull毕业证书)赫尔大学毕业证Offer一模一样
原版制作(Hull毕业证书)赫尔大学毕业证Offer一模一样
 
STUDY ON THE DEVELOPMENT STRATEGY OF HUZHOU TOURISM
STUDY ON THE DEVELOPMENT STRATEGY OF HUZHOU TOURISMSTUDY ON THE DEVELOPMENT STRATEGY OF HUZHOU TOURISM
STUDY ON THE DEVELOPMENT STRATEGY OF HUZHOU TOURISM
 
LORRAINE ANDREI_LEQUIGAN_HOW TO USE TELEGRAM
LORRAINE ANDREI_LEQUIGAN_HOW TO USE TELEGRAMLORRAINE ANDREI_LEQUIGAN_HOW TO USE TELEGRAM
LORRAINE ANDREI_LEQUIGAN_HOW TO USE TELEGRAM
 
Maximize Your Twitch Potential!..........
Maximize Your Twitch Potential!..........Maximize Your Twitch Potential!..........
Maximize Your Twitch Potential!..........
 
EASY TUTORIAL OF HOW TO USE G-TEAMS BY: FEBLESS HERNANE
EASY TUTORIAL OF HOW TO USE G-TEAMS BY: FEBLESS HERNANEEASY TUTORIAL OF HOW TO USE G-TEAMS BY: FEBLESS HERNANE
EASY TUTORIAL OF HOW TO USE G-TEAMS BY: FEBLESS HERNANE
 
UR BHATTI ACADEMY AND ONLINE COURSES.pdf
UR BHATTI ACADEMY AND ONLINE COURSES.pdfUR BHATTI ACADEMY AND ONLINE COURSES.pdf
UR BHATTI ACADEMY AND ONLINE COURSES.pdf
 
Dominate Reddit Discussions.............
Dominate Reddit Discussions.............Dominate Reddit Discussions.............
Dominate Reddit Discussions.............
 
快速办理(BCR毕业证书)加州大学河滨分校毕业证文凭证书一模一样
快速办理(BCR毕业证书)加州大学河滨分校毕业证文凭证书一模一样快速办理(BCR毕业证书)加州大学河滨分校毕业证文凭证书一模一样
快速办理(BCR毕业证书)加州大学河滨分校毕业证文凭证书一模一样
 
快速办理(worcester毕业证书)伍斯特大学毕业证PDF成绩单一模一样
快速办理(worcester毕业证书)伍斯特大学毕业证PDF成绩单一模一样快速办理(worcester毕业证书)伍斯特大学毕业证PDF成绩单一模一样
快速办理(worcester毕业证书)伍斯特大学毕业证PDF成绩单一模一样
 

Leadership-Assignment1-ppt.pptx

  • 1. BUSM139 Assessment 1: Enhanced CDM for Tropicana Team 4 Friday’s Batch: 1. Alicia Schandy - ID 220197597 2. Annkit Sharma - ID 220885591 3. Arpitha Thollapalli Gopinath - ID 220471578 4. Khushboo Bakhtiani - ID 220376181 5. Kui Zhao - ID 220474432
  • 2. Client Organization: Tropicana ● Tropicana is a beverage company that sells fruit juices. ● It was founded in 1947. ● Between 1998 and 2021 it was a subsidiary of PepsiCo, but in August 2021, 61% of Tropicana was sold to PAI Partners (private equity firm). ● Tropicana has a global footprint of more than 2,000 associates that spans North America and Europe. ● Tropicana highlights innovation and R&D as an essential part of their mission on their LinkedIn profile, which makes their business particularly suitable to implement the CDM. 1
  • 3. Client Organization: Tropicana ● In 2009, Tropicana switched the design on all cartons sold in the United States to a new image created by the Arnell Group. ● In less than two months and after a 20 percent drop in sales, Tropicana switched back to its original design losing a total amount of more than 50 million dollars. ● The table represents the decline in sales after implementing the new packaging. Also, we can see that the sales significantly improve after reverting to the original packaging. 1
  • 4. The Company Democracy Model (CDM) 2
  • 5. The Company Democracy Model (CDM) 2 The CDM is a practical methodology that organizations can adopt to achieve effective knowledge-based management and leadership.The model is based on the utilization of the knowledge produced by the company itself as its own core innovation engine. Sustainability strategy: ● Level 1: Build a knowledge-based democratic culture. -Employers feel free and secure to share knowledge, ideas, and insights in any format. -The employers keeps the intellectual property of his contribution. ● Level 2: Build teams to validate and mature the idea presented in Level 1. -Adjust human resources to support the employee in transforming the initial idea into practical project requirements. -Anyone with a good idea can receive this support. ● Level 3: Development efforts to produce actual and tangible results. -The company invests in implementing the idea.
  • 6. The Company Democracy Model (CDM) 2 Extroversion strategy: ● Level 4: Identify and manage innovation. -Invest heavily in the product developed in level 3 and turn it into an innovation. -Costly and time-consuming process; not all ideas reach this point. ● Level 5: Utilize competitiveness and promote international strategy and operations. -Marketing and communication to exploit the power of the new products or services. -Redesign organizational strategy to utilize innovation. ● Level 6: Reach the apex of the strategy -Company can enjoy the benefits of being in a blue ocean, extroversion.
  • 7. Organization challenges that the CDM cannot fulfill 3 ● Sometimes products that look great on paper fail to deliver to customers. ● With the existing Company Democracy model, if an idea reaches level 3, and the product doesn’t perform well, it could lead to huge losses for the company. Reasons : 1. Fault in the product 2. Customer Dissatisfaction 3. Existing Competition in the market 4. Bad Design or Packaging 5. Incompatible with the existing system ● All the above can be identified at an earlier stage with thorough testing of the product, and can save time, effort and money.
  • 8. Enhanced CDM: Introducing level 2.5 4 Level 2.5 : Democratic Culture Controlled Partial Implementation
  • 9. Enhanced CDM: Introducing level 2.5 4 Level 2.5: Democratic Culture Controlled Partial Implementation. ● Between Level 2 and Level 3. ● The company makes small investment to launch the product/idea in a segment of the target market and evaluate the result. ● Evaluation should be in-depth and aim to identify flaws and areas of improvement for the product/idea including Customer feedback and Market Analysis. ● If it works well, advance to Level 3 to fully implement it. ● If it doesn't, drop to Level 2 to adjust/reassess.
  • 10. Enhanced CDM: Introducing level 2.5 4 Level 2.5: Democratic Culture Controlled Partial Implementation. For Tropicana: ● Company can change the package design in a few trial cities and evaluate the results. ● If there is no impact on the sales or if the sales reduce, then it makes no sense for the company to move to Level 3. ● The company needs to move back to Level 2 to modify or drop the idea.
  • 11. Strategic goals that can be achieved through enhanced CDM 5 ● Understand customer - The new level will help us in understanding the target audience’s preferences in the initial stages itself. ● Identify potential issues - If there are any flaws in the product, they can be identified easily and can be rectified before mass/ bulk production. ● Save revenue and time - Cost incurred for acquiring raw materials, training new employees, hiring new resources can be avoided. Resource’s time can be utilised to do some other job. ● Adapt to PDCA model - Plan: Recognize an opportunity and plan a change. Do: Test the change. Carry out a small-scale study. Check: Review the test, analyze the results, and identify what you've learned. Act: Take action based on what you learned in the study step.
  • 12. Leadership styles needed to adopt Level 2.5 6 ● Participative leadership: Definition: The leader listens to the followers and involves them in the decision-making process -Employees are involved in the decision-making process -QA teams provide feedback on the product performance and quality -Suggestions are taken from employees for the improvement of product ● Transactional leadership: Definition: The leaders set clear objective and reward the followers accordingly for accomplishing said objective in an organized fashion -Focus on tasks and results during partial implementation -Clarifying role and tasks to guide employees towards established goals -Practicality, Performance-Oriented, Conventional Decision Making
  • 13. Leadership activities needed to execute level 2.5 7 ● Design your controlled partial implementation and how much time/money you are going to invest on it. ● Define the market segment that you are going to test on. E.g. For Tropicana this could be different cities. ● Organize the human resources that are going to be working on the development. ● Determine scope, assign tasks, clarify goals and processes. Communicate the expectation of the leader to the employees clearly. ● Determine the types of Quality Assurance methods that are going to be used. ● Ensure the work environment supports employees’ goal achievement. ● Encourage the employees to participate in the testing phase and take in their input. ● Provide constructive feedback on task achievement. ● Analyze the results based on multiple factors like Customer Perception, Quality, Performance, Sales, etc. ● Quickly adapt to solve different problems.
  • 14. Impacts of level 2.5 on other levels 8 ● The risk of failure in Level 3 is reduced because it will now receive a verified and proven idea from level 2.5. ● The operation performance in Level 3 is improved based on experiences gained in Level 2.5. ● If the implementation of ideas in level 3 encounter problems in some regions or periods, the company can drop the idea to Level 2.5 and test the idea in small trials. ● Level 2 can now get feedback from level 1 (an idea that needs to mature) or from level 2.5 (tested idea with some flaws to be improved).
  • 15. Conclusions 9 By including level 2.5 : ● Chances of failure are reduced - Since the changes are thoroughly tested in Level 2.5, the chances of failure after implementing new idea is very less. ● Company image and reputation is unharmed - Both corporate image and reputation can impact a company’s revenue and success ● Company can avoid product launch being cancelled or delayed - this is important because it can hurt relationships with company business partners ● Win customer’s trust - Companies will have good reputation in the market, this will increase their customer base. ● This level can benefit companies of all sizes in every sector like technology, automobile, FMCG, etc.