Case Analysis
Case Analysis: Charlotte Beers at Ogilvy and Mather Worldwide Ogilvy and Mather Worldwide is the sixth largest advertising agency in the world. This case examines the process of formulating a vision statement and leading a transformation effort amidst industry changes and organizational crisis.
For this assignment, you will assess the vision of Ogilvy and Mather and the vision-creating process. You will also identify strategies used to support the change vision and apply Kotter’s eight-stage framework for managing change to the case.
After reading the case, write a 4 page paper in which you answer the following:
1. What is the vision of Ogilvy and Mather and what is your assessment of this vision? • Is the vision clear? • How does it fit strategically with what the company is doing? • Who are the most important internal and external stakeholders? • Does the vision address stakeholders needs and is it aligned with the company’s goals?
2. What is your assessment of the vision-creating process that Beers and her team went through to create the vision? • Who was involved and was it the right level of involvement? • How was buy-in created and how effective was Beer’s leadership style? • Was there resistance to this change and how was it dealt with?
3. Relate Kotter’s eight-stage process to the case. • Discuss and analyze two stages you feel the organization used effectively and two stages where you felt there could have been significant improvement.
For this assignment, you will assess the vision of Ogilvy and Mather and the vision-creating process. You will also identify strategies used to support the change vision and apply Kotter’s eight-stage framework for managing change to the case.
After reading the case, write a 4 page paper in which you answer the following:
1. What is the vision of Ogilvy and Mather and what is your assessment of this vision? • Is the vision clear? • How does it fit strategically with what the company is doing? • Who are the most important internal and external stakeholders? • Does the vision address stakeholders needs and is it aligned with the company’s goals?
2. What is your assessment of the vision-creating process that Beers and her team went through to create the vision? • Who was involved and was it the right level of involvement? • How was buy-in created and how effective was Beer’s leadership style? • Was there resistance to this change and how was it dealt with?
3. Relate Kotter’s eight-stage process to the case. • Discuss and analyze two stages you feel the organization used effectively and two stages where you felt there could have been significant improvement.
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