Seagram undertook a restructuring of its internal structure and mode of operations as a way to try and stem the decline in its revenues that it was facing at the time. The new CEO Edgar Bronfman led the way in instituting the changes that were to shape its operations and direct its strategy for the foreseeable future. The changes he presided over were mostly targeted at the company’s organizational culture and internal structure.
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Instituting new processes in the organization that encourage better communication, accountability and awards for best performers; would serve to ensure that the strategy works in the best way it can and meets the targets it was designed to achieve. Seagram is a multinational and the need to adjust so as to remain competitive in the global market is undeniable. Globalization and changes in the business environment mean that the organization must institute changes in the way it operates to ensure its survival.
Benn, S., Dunphy, D., & Griffiths, A. (2014). Organizational change for corporate sustainability. New York, USA: Routledge
Cameron, E., & Green, M. (2015). Making sense of change management: A complete guide to the models, tools and techniques of organizational change. London, Philadelphia : Kogan Page Publishers