The document summarizes challenges facing a clothing store manager in implementing changes at the store. It outlines issues such as a declining customer base due to external factors, lack of promotion of internal staff, and inadequate involvement of the experienced store team. An alternative change strategy is proposed that emphasizes building trust with the team, using a participatory leadership style, addressing the root causes of conflicts, and seeking advice from mentors before implementing changes.

1. Academic Group B-6
THEPERILS
&PITFALLS
OB Case
AMAN VARDHAN PGPM-22-081
PRIYADARSHINI CHAKRABARTI PGPM-22-121
PRIYATOSH MITRA PGPM-22-122
SIDDHARTH SHARMA PGPM-22-137

2. Market Downturn
Market prospects in Vitoria were not
great. The company doesn’t recognize it
and doesn’t wants to invest in promotions
Reduced customer base
Government offices moved away,
reducing numbers of transit customers.
No Aesthetic Focus
Unlike other clothes and accessories
stores, there was no standard being
followed for décor and display.
Poor Promotion Metrics
Vitoria had experienced senior supervisors,
who must be aspiring for promotion. They
will surely feel disheartened, seeing young
blood promoted.
Inadequate Team Alignment
Oliveira decided on challenges and steps
himself. There was no brainstorming of
issues and solutions with the experienced
team
No Clear Timeline
Changes made did not have a clear
timeline and persons accountable.
CHALLENGES

3. LEADERSHIP DEVELOPMENT PHILOSOPHY
1. Motivation: The organization recognizes its young talent and encourages them to take on greater challenges.
2. Hiring New Talent: It could also be said that the organization prefers to hire talent externally and groom them
rather than promote internal people.
3. Mentorship: Appointed seniors can act as guidance. These mentors use - learn from your mistakes approach,
they leave it to the person to figure out their problems themselves rather than jump in with them to solve a crisis.
4. Hands-off approach: The supervisors at Clothes & Accessories are very indifferent to their reportee(s). It is
shown here time and again that the supervisor prefers working from a distance and does not get involved in daily
or routine activities.

4. CHANGE STRATEGY
Daniel Oliveira proposed these steps as part of his well-rounded change strategy
OPERATIONAL
The customer was to be given priority focus. All personnel regardless of their respective functions
were supposed to support the cashier and fitting department if the customer queue increased to 3.
PRESENTATION
Personnel reallocation to improve visual display.
Focus Area – Mannequins and Showcases.
PLANNING
Changing metric of a few functional operations from
people to work by the hour.
A
B C

5. FACTORSAFFECTING THE CHANGE PROCESS
 Daniel Oliveira did not consider that external factors can also have a major impact on store performance
as his reportee Roberta Santos mentioned.
 He did not focus on building a relationship of trust and respect with his team members. Almost the entire
team was more experienced than him.
 Daniel did not follow the advice that his predecessor, Douglas Fischer imparted to him and went on to
implement new changes too soon.
 He directly proposed his ideas to be implemented rather than consulting his team and leveraging their
experience.
 Instead of finding the root cause of why all changes were reversed, he practiced strict supervision to
enforce his ideas.
 He did not seek any advice from his mentor, or from senior members within the team before taking steps.

6. ALTERNATIVE CHANGE STRATEGY
We would propose using these steps as an alternative strategy to implement the proposed changes
1. CONFIDENCE AND TRUST: More effort to be put to know the team. For starters, candid conversations that extend
more than basic information with each team member, and informal team meetings to gain mutual respect and support
can be done.
2. LEADERSHIP STYLE: Since each member has a greater number of experience, it would be fitting to use a supportive
and participatory style. Rather than directing the change proposals, decisions can be taken in a more democratic order.
3. PROCESS: Team concerns like lack of customers due to external matters should be addressed and can be put forth to
higher management. Teamwork can be built further by consulting senior team members on how to implement the
changes.
4. CONFLICT MANAGEMENT: If the proposed changes were not being followed, the reason for conflicts should be
confronted first. Root cause analysis with transparent communication to be done and then only further steps to be taken
to implement the ideas.
5. MENTOR: Seek pointers from mentor Mr. Francis Prado that could help in leading the team in a better way.

7. THANK YOU