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    Williams-Sonoma case analysis

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    Using the case:
    "Radical Change, the Quiet Way" (Harvard Business Review article, no. R0109F)

    What does Meyerson mean by the term tempered radicals?

    2. According to Meyerson, what are the two ways that organizational change occurs?

    3. Describe the differences between disruptive self-expression and strategic alliance building change strategies.

    4. Summarize the characteristics of a tempered radical.

    5. What barriers did Williams-Sonoma encounter on its crusade for change?

    6. Which, if anyone, of the change agents in the Williams-Sonoma case could be considered a tempered-radical? What type? Support your findings.

    7. Why were the pilot projects valuable to Williams-Sonoma? What is the value of a pilot in organizational change?

    Part 2:

    Create an analysis of the Williams-Sonoma case ("E-Commerce at Williams Sonoma" (Harvard Business School case, no. 9-300-086)). Address the following questions:

    1. From the Williams-Sonoma case, assess Patrick Connelly's effectiveness as a change agent moving Williams-Sonoma toward e-commerce. What barriers did he face, and how did he overcome them? What were the key steps in his change process as the first champion of change?

    2. How well did Michael Dunn take up the challenge?

    3. What are the remaining barriers to change that Shelley Nandkeolyar faces?

    4. Which change frameworks or tools from the course are most relevant to Williams-Sonoma's e-commerce efforts? Which additional tools might be helpful?

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    https://brainmass.com/business/e-commerce/williams-sonoma-case-analysis-263121

    Solution Preview

    What does Meyerson mean by the term tempered radicals?
    Tempered radicals are leaders. These are persons that think and if necessary challenge the status quo. They are willing to rock the boat and confront the present practices in the organization. These individuals can spot opportunities and can turn the focus of the organization on the issues they wish to highlight.

    2. According to Meyerson, what are the two ways that organizational change occurs?
    They change in two ways, one through drastic action and second through evolutionary adaptation.

    3. Describe the differences between disruptive self-expression and strategic alliance building change strategies.
    Disruptive self-expression is an incremental approach in which an individual simply acts in a way that feels personally right. This draws the notice of others. It helps signal a change in an subtle manner. Strategic alliances are built so that the person can push through with more force. When a person builds an alliance, the enlist the help of other persons and this makes him more powerful.

    The differences between the two are that disruptive self-expression is purely an individual strategy, it draws attention to the self. On the other hand strategic alliance means teaming up with others and using power derived from the alliance.

    4. Summarize the characteristics of a tempered radical.
    A tempered radical is an excellent listener; she can think on her own, rock the boat and alter the face of the organization. They are excellent leaders and are able to change the organization at the grassroots level. Often they are hidden deep in the organization.

    5. What barriers did Williams-Sonoma encounter on its crusade for change?
    There were conflicts within the company; there was cannibalization of sales of other channels. There was friction within the company. Most importantly, there was cultural conflict. There were demands that ...

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