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This is a potentially lethal competitive weakness and it is going to take nothing less than total focus and a re-definition of the organizations' structure (Whitford, Moss, 2009) if Ajax is going to survive. In other words I would not sugar-coat it or just show the financial statements on performance, I would show a revised organizational structure that put my commitments where my organizational chart was, so to speak. I'd put transformational leadership in action and actually get the roles of each and every person defined for the maximum level of competitive strength relative to our Pacific Rim competitors. My mission and vision for Ajax would be to cause those competitors as much pain and loss of profit as possible, I would unite the company on a mission to mess with our competitors and make their strategies and goals exceptionally challenging and difficult. In other words I would direct the company, down to each person, that Ajax has left the agenda behind of being all about protecting our jobs or the union. Our mission was to cause our competitors to fail by outworking them, by out-selling them, and by being more focused on how to defeat them with service. In other words I'd take the transformational leadership framework (Whitford, Moss, 2009) and use it for showing every employee how the company's future was entirely dependent on their contributions daily. Finally...
After all this I'd make the commitment and keep it when it came time to show the results of efforts. The data from wins and losses and most importantly, beating out our Pacific Rim competitors, would be posted on company bulletin boards, distributed on the company Intranet sites, and made part of the culture. All of these activities would be unified under an entirely new approach to also showing how the company was doing financially at the end of every month as well. The culture of the company would be transformed through honesty and a unified fight against a potentially lethal global competitor.
References
Byrd, J. (2009). Stress, Organizational Change and Management Planning. The Business Review, Cambridge, 13(2), 8-15.
Neves, P., & Caetano, A.. (2009). Commitment to Change: Contributions to Trust in the Supervisor and Work Outcomes. Group & Organization Management, 34(6), 623.
Smollan, R., & Sayers, J. (2009). Organizational Culture, Change and Emotions: A Qualitative Study. Journal of Change Management, 9(4), 435.
Whitford, T., & Moss, S.. (2009). Transformational Leadership in Distributed Work Groups: The Moderating Role of Follower Regulatory Focus and Goal Orientation. Communication Research, 36(6), 810.
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