1. Analysis of Case highlights of Key issues
ASL presents an intriguing case in as far as change management is concerned, based on the case given; the company has undergone a metamorphosis from the time it was founded in 1977 to the present. One key issue that must be noted is that the company ventured into an industry that is considered to be very competitive both regarding capital as well as regarding resources because in most cases, the oceanographic industry is being run by governments across the world. Key issues that emerge in as far the case is concerned to include; growth strategies, drivers of change, and succession issues (Anderson & Ackerman-Anderson, 2001). What comes out clearly is the issue of growth; the company lacked an elaborate growth plan dating back to 1977 when it was founded. The company barely survived from government's contracts which were withdrawn in the 1990s when the government cutback its expenditure on oil and gas exploration. The issue of succession is perhaps another issue that emerges from the company, the founder of the company, is currently still the CEO. The company seems to have disregarded drivers of change at the beginning however it responded to change from the 1990s though partial changes. The drivers of change that were not factored in include; market, business imperatives, leader and employee behavior as well as market place requirements for success.
2. Environmental Forces
Environmental forces that ASL is facing as per the video range from competition, business and economic, governmental, legal, as well as technological. Business and economics forces can be better viewed with regards to the company's strategic plan as well as annual updates where the company registers mixed fortunes. Legal changes are a force that has forced the company to pursue other markets such as Canada as a means of expanding a business. Technological forces have impacted negatively on the level of competition of the company as compared to its competitors. Climate changes are perhaps the only issue that made the company diversify and embrace the import and export business simply because of lack of resources. Despite the company being among the first private companies in oil and gas industry to venture, the experience of competition from other company's has not yielded translated into growth despite being among the first companies to introduce the product of oceanography into the market. The company never identified a niche that it was to venture on; instead, it delved into numerous markets. The other companies entered landscape on at least two products thus giving them impetus of growth (Anderson & Ackerman-Anderson, 2001). Currency played a role in inhibiting company's activities beyond US territory. Rising prices for oil and gas gave the company a new lease of life in the 1990s thus reversing its fortunes.
3. Marketplace Requirements for Success
For ASL to succeed it must address several market place issues such as; target markets where the company will look into the different markets while establishing requirements of different markets thereby establishing its market characteristics. The products being offered by the company ranging from consultant services, sonar, and equipment leasing need to be relooked at to making the firm more profitable. Leasing of equipment for is perhaps a good move that will ensure that the companys revenues will continue to be realized thus eliminating costs of idle capacity (Anderson & Ackerman-Anderson, 2001). In the product division, the company should diversify further, by expanding its products base to include other areas that are within the industry and that which is less costly. A segment of sonar products needs to be expanded to open up new market fronts the same case with one measures sea ice, 2-measures sea plankton, and acoustic flow simulator. The high-quality equipment used in consultancy should also be leased out in an instance that the company finds them not being used to generating revenues for the firm.
4. Business imperatives
The issues that he company is changing include diversification into new products/services and markets, as well as succession and redesigning of management as well as the connection of succession to the growth strategy and company's goals. To realize sustainable profits, the firm should diversify further into new products/services as well as into new markets where the company will realize sustained profits through increased investment portfolios. Customer and partner satisfaction will be achieved through continued marketing and market research as well as through close association with its partners. Operational efficiency will be realized through a strategic plan that will see the company purchase new efficient equipment over the years as well as hire competitive staff to drive the growth agenda (Anderson & Ackerman-Anderson, 2001). Recruitment and retention of the best people is perhaps an area that needs to be addressed with utmost urgency; the company should develop a plan that will see succession happen to bring in fresh blood.
Anderson, D., & Ackerman-Anderson, L. S. (2001). Beyond change management: Advanced strategies for today's transformational leaders. San Francisco: Jossey-Bass/Pfeiffer.
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