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Overhead Reduction Task Force
Given ORTF:
Dixon (General Manager)
Williams (Controller), ORTF Head
Burns (Sales Manager)
Erickson (Product Dev Manager)
Chase (Marketing Manager)
Wilson (Personnel Manager)
Dougherty (Production Manager)
What should Williams expect at the first meeting of the task force?
Hostility
Disbelief
Each manager defending his/her own interests
Request to put GM's office on the table as well
There will be strong pushback on this plan
How should he prepare for that meeting, and how, specifically, should the first meeting be conducted?
He needs to communicate the crisis
He needs to have a vision that he can elaborate
This is essentially stating the purpose for the meeting
He needs support from up top -- Dixon at least, and preferably the CEO. This formal authority is critical to creating buy-in from the team
He needs a plan -- as in how these cost reductions fit with the strategic direction the company is taking
He needs to put this into perspective -- ideally having numbers that prove their overhead costs are bloated
He needs a pitch -- to convince everybody that as painful as these cuts are going to be, it is in their best interest to take control over the cuts that will occur in their department, and that there is a need for everybody to work together because the different parts of the company all need to work together on this.
What, if any, discussion format or procedures should be implemented?
Each manager needs to be able to participate. They will all have concerns and interests, and will need to have an opportunity to vent those.
However, discussion has to remain civil
The focus will be, almost immediately, towards the positive -- how can we do this?
The dialectic method will be used to generate the strategy. There will be no devil's advocates allowed -- this debate must be fact-based only, no fictional positions or interests are even remotely productive.
The dialectic method will not be used here immediately -- the purpose of the first meeting is to inform the people that this is the strategy, and get them thinking about how they can contribute to better strategy with changes in their departments
References
Whetten, D. & Cameron, K. (no date). Developing management skills. Prentice Hall.
Cosier, R. & Schwenk, C. (1990) . Agreement and thinking alike: Ingredients for poor decisions. Academy of Management. Vol. 4 (1) 69-74.
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