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Select a peer’s paper to review. It’s best if you can reply to the post, as soon as possible, letting the person and the class know that you have selected their paper. After careful examination of your peer’s paper, make a post addressing the following criteria below. 

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Initial Post: reflect on and discuss the following:

  1. Very concisely summarize the nature of the problem and the need for a change initiative (this is for the benefit of students whom will participate in the discussion, but not have read the paper.)

Discuss if you were surprised by the problem the organization faced that was discussed in the paper? Was it unexpected or surprising to you? -If so explain how or why it was unexpected or surprising? If it was not surprising to you, have you ever observed or experienced a similar issue and need for change?  -Explain why this challenge might be common in other organizations? 

What is one specific change strategy (take-away) that you might be able to apply to your own leadership style and/or in your own organization?

Reply to the debriefs of at least 2 classmates.

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Strategic Change Initiative Critical Assignment
J. Clay
University
Management Change
Dr. Morris
December 18, 2022
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Strategic Change Initiative Critical Assignment
Organization review
Wonderful Citrus is a privately held manufacturing and agriculture organization serving
the world with fresh Citrus. With operations in California, Texas, New Jersey, and Mexico, the
organization employs nearly 6,000, setting many manufacturing and agriculture benchmarks for
others in the industry. The Wonderful Company, an umbrella of Wonderful Citrus, owns the
organization. Primarily known for its flagship products such as Fiji Water, Justin Wines,
Wonderful Pistachios, Landmark Wines, and POM Wonderful, Wonderful Citrus has provided
the well-known Halos mandarin. Wonderful Citrus is most commonly known for its easy-peel
mandarin that hit the market in 2012.
With a significant worldwide phenomenon around the easy peel mandarin, Wonderful
Citrus grew to rake in hundreds of millions in profits from its considerable market share. For the
next five years, the organization was focused on expanding its reach in the global markets. With
more than 90% of the market share, reaching every possible country and region was a primary
organizational pillar from a strategic view. Over the past three years going into 2022, the overall
strategic vision has drastically shifted from growth mode to sustainability. With more
competitors in the industry, Wonderful Citrus no longer held most of the market share.
With explosive growth for the first five years, the organization acquired multiple business
units across the United States and Mexico. Large amounts of land were purchased to support the
customer’s need for the easy-peel mandarins. With the business acquisitions came a grapefruit
juicing facility, multiple packing fruit facilities, and thousands of acres of cropland to harvest.
Having a forward vision of the future development of the business model, the average time a tree
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can produce fruit is four years from being planted into the ground. A significant investment on
behalf of the organization with a pillar of sustainability in mind to capitalize on past acquisitions.
Transitioning into the sustainability model for the organization, Wonderful Citrus has
built global service teams. Global service employees like myself serve all business units with
alignment and continuous improvement at the top of their minds. From the executive leadership
team two years ago, global services have had the support of top leadership with best practice
alignment at the core of its inception. Over the past two years, I have inherited and developed a
team for the organization’s Environmental Health and Safety (EHS) group EHS. As their leader,
along with three other departments, our teams have been tasked with bridging the gap between
multiple business units. Bridging the gap by building best practice processes, tracking
performance seamlessly across all business units, and following high-level initiatives set by
myself as the Sr. Director for Environmental Health and Safety. Moving forward to aligned
continuous improvement as a global EHS team is the main objective goal going into 2023.
Organizational Problem and Barriers
The global service initiative from the organization’s top executives had the initial
acceptance and approvals nearly two years ago. Since the inception of GSO, little can be looked
back on as accomplished and promising. The overall handling of integrating the new acquisitions
into the existing working culture was a problem from the very beginning. Introducing
organizations running independently for nearly fifty years at a much smaller scale than the
Wonderful Company has brought cultural challenges for each business unit. With cultural norms
built over years of processes and leader direction, merging two cultures with opposing cultures
brings objection and protest to the front line.
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The nature of the problem of building out a global EHS team is the past impacts leaders
for each of the organizations had on the EHS teams and their supporting operational direction.
For example, one business unit in California is very supportive of continuous improvement and
working outside of the box. Learning by trial and error with acceptable risk is how one business
operates when the other profoundly discourage change If a process is working on completing the
end product. Operations teams who drive efficiency and effectiveness by collaborating with the
EHS department have been shown to accomplish projects timelier and drive the high-level
sustainability initiative from executive leaders.
Each business unit within the organization at the global scale is on various maturity levels
as it relates to safe practices and procedures. Over the past two years, the GSO initiative has
focused on aligning essential company safety procedures. Over these years, individual business
units are commonly found reacting differently to change from the GSO team. Constant denial
and push back received from the Texas and New Jersey operations team when change is initiated
from the global level. One of the most challenging problems the GSO team faces is the pushback
from the operations teams within each business unit.
This additional barrier of hindering the progression of the EHS team and business units
from successfully implementing a cohesive global service EHS system has a rippling effect on
the rest of the organization. A cohesive operations team that follows a global EHS process is
critical to ensuring continuous improvement is effective, and metrics can be shared globally.
Global metrics are imperative to ensuring the overall success of the GSO EHS team. Having
separate metrics for each business unit holds back the EHS teams’ progression. Over the years,
individual business units have developed internal metrics that track the reactive movements of
the business units. A primary goal of the GSO team is to integrate leading indicators, a metric
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that follows on a proactive scale. Once the siloed business units have accepted the full
integration of these metrics, they will soon understand the purpose and benefits of a global
service team integration.
Change Initiative Need
The need to change the behavior and systematize the overall EHS initiatives is needed not
only from the direction of the top executive but for the long-term progression and success.
Globalizing an organization and its EHS department that is geographically spread across the
United States and Mexico needs to align independently with the organization’s first pillar. As
briefly mentioned, the first pillar is to gain sustainability and continuous improvement from the
massive growth over the past five years. Gaining a sense of alignment will allow each business
unit to align best practices and continue to systematize their processes. With a system in place to
monitor and track the progression of change, the business units can monitor metrics such as
project completion, improvement trends, and incident metrics and, most importantly, begin
tracking leading indicators.
Defining metrics and standard processes for a global organization allows teams to trend
leading indicator metrics. Once leading indicators are established at the global service level,
cross-functional teams can then trend reports to monitor continuous improvement. A common
lack of EHS departments is the tracking and trending of leading indicators. A standard key
performance indicator (KPI) in my past organizations is tracking a lagging indicator. A lagging
indicator is that of what has already happened in the past. Regarding EHS, a lagging indicator
can be past incidents and used as a lagging indicator; we can trend the type of incident that has
happened. As for being proactive in the workplace, when an organization reaches for
sustainability and improvement, leading indicators are primary metrics.
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Without changing the current projection of the organization concerning EHS
globalization, improvements will be made on a first-hand basis as they are presented in real-time.
There will be no best practice adaption if not working cross-regionally. Teams functioning
independently of one another are not focusing on proactive measures or forward-thinking as a
team. As pinpointed in the organization’s first pillar, our teams must cohesively come together to
focus on high-level initiatives and adapt from growth mode to sustainability mode. By focusing
on the high-level initiative, a drastic change is needed to ensure the organization’s safety culture
improves and becomes one cohesive team working together. The change initiative strategy to
introduce will essentially bring the global teams together through communication by developing
a safety committee that includes critical individuals across all regions.
Effectiveness of Change Initiative
Effectiveness
By introducing a safety committee for all regions, the organization benefits by building
best practice measures surrounding safe practices and safe behavior. Historically, the individual
business units have worked independently of one another with a siloed strategy in mind.
Accepting outside counsel or direction from the global team has to be problematic in many areas
of the organization. For example, the Texas operations have operated independently as a smaller
private organization for over fifty years; with the acquisition, Texas and California cultures have
clashed with no improvement.
Not having effective communication is a critical failure for the teams aligning on safety
programs or processes. By implementing a safety committee that focuses on the overall
improvement of the organization with not only safety personnel in the committee, departments
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like human resources, floor operations, continuous improvement, quality, and food safety, there
is a broad voice to communicate the larger initiative.
With additional departments in the proposed safety committee, the teams can effectively
establish a base-level cadence of communication at the global level. Ensuring key executive
members are part of the safety committee will establish importance and accountability for the
committee. By selecting a safety committee where all key members align with focus and
strategy, the teams can identify areas of improvement and align not only the executive initiative
of sustainability but align cross regionally with EHS Programs and implementation phases of
each program.
By having similar EHS processes and programs in place cross-regionally, the
organization has effectively aligned an essential function in the global reach. Essentially, the
vision is to have an individual visit each one of the business units across any region and expect
the same safe practice processes and safety rules. By establishing similarity and alignment, the
organization can effectively monitor process improvements or tweaks at the global level. By
working as one aligned team, process improvements do not have to be piloted in one area and
then have to kick off the same process at another location. By kickstarting a new strategy with all
the key players in one committee, the process or program’s effectiveness can be implemented
much faster and more effectively with team communication and discussion.
Sustainability
Sustainability is most meaningful to this specific strategy recommendation as the
executive pillar focuses on efficiency and sustainability. By instilling a sense of alignment for
safety practices and processes, metrics can be used at full capabilities. An overall high-level
metric measure for the entire organization’s safety performance allows executives to view
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performance. Currently, the only global-wide metric used for the organization is the total
recordable rate (TIR). This commonly known safety metric is calculated by the number of
recordable injuries, an injury beyond first aid, multiplied by 200,000 and divided by the number
of organizational hours. The end calculation is a lagging indicator to determine the total incident
rate. This metric is great for calculating an organization’s progression of program
implementation.
This metric is one of many that is effective for organizational sustainability as it tracks
the progress of an organization’s safety performance. By implementing more metrics of this
nature, we can track the progression of a global organization and the impacts of process changes.
Developing metrics with the support of a safety committee allows individuals from different
departments to provide feedback on current metrics that may be beneficial to track the
organization’s safety. Introducing a safety committee can be measured on a regular cadence of
committee meetings. The safety committee can begin to trend data by introducing additional
global metrics. Trending data over months and years is highly beneficial to the sustainability of
progression or lack of by sharing global data with the committee.
Competitive Advantage
By establishing a safety committee, the members can identify and discuss benchmarks for
the industry. Setting a benchmark sets a clear expectation of the organization’s overall safety
success. By pinpointing specific metrics, the industry can better explain where the organization
has trended over the past years and compare it to where it is benchmarked. By opening this
communication dialect from various departments in the committee, we can collaborate openly to
reach an objective for the organization. If, for example, our TIR is 1.0 and the benchmark for
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manufacturing industries is .75, we know that we are behind other organizations and need to
focus on this specific metric.
Over the past ten years, organizational safety has become more regulated by federal,
state, and local agencies. With these increased regulations come fines and citations. If a potential
fatality were to happen and the organization was to be found negligent at fault, the citations and
litigations that follow could close down an organization. The committee must understand the
worst-case scenarios for the organization. By establishing a safety-minded working culture, the
organization is preparing itself for the worst-case scenarios related to worker protection.
Depending on the industry and the state of the organizations, countless large and
medium-sized organizations will not use contractors or subcontractors solely based on their
safety performance. Organizations like Wonderful Citrus have a vetting process for their
contractors, and only the safest organizations can work on our property. This allows for a
competitive advantage as, typically, what is seen with safer organizations comes from work
ethics. Work ethic from the organization is critical as utilizing contractors in the Central Valley
is scarce, and it could mean a difference in fruit quality, leading to the overall utilization of our
business crop. Competition is exceptionally volatile in the citrus industry, and being at the top of
the game at all weeks of the year can make the difference in a great or bad year.
Additional to contract safety’s impact on the competitive advantage of the organization,
safety play a minimal to the overall picture of competitiveness in the agriculture industry.
However, if you factor in insurance rates and workers’ compensation rates for the organization, a
competitive advantage to being a safe organization pays out in terms of premiums to the
organization. An organization’s past safety performance is one of the number one components to
determining insurance premium rates for an organization of our size. By establishing an
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influential, safe culture at the global level for an organization with thousands of employees, the
difference could mean millions in premiums which ties to the bottom dollar of the overall
organizational success.
Change Models
Leader-Member Exchange Model
Using the leader-member exchange model (LMX) to integrate a working relationship
with cross-regional businesses appears to be a great starting point for strategy. “Leader-member
exchange theory holds that leaders develop differentiated exchange relationships with their
members to strategically utilize the limited resources that leaders can afford to their members”
(Park et al., 2022, p. 1121). LMX has been considered an essential element of group context that
influences a team’s attitudes and behaviors by focusing on resource distribution within a team or
group.
The importance of leader-member exchange theory is that it focuses on the differential
dyadic relationships between leaders and their teams or followers. The benefits touch both team
members by exchanging resources between the leader and team members. The leader can
provide tangible and intangible resources, and the group or team members reciprocate by
engaging in desirable behaviors that assist the leader and their objectives, Park et al., (2022).
By establishing a great working relationship with direct reports within the individual team, they
can increase productivity by effectively communicating and completing projects within a team.
According to Kim et al., (2021), decades of research on the leader-member exchange,
which refers to the relationship quality between a leader and follower, has consistently shown
LMX to be positively related to individual outcomes (p.932). A study of 111 teams from 25
diverse organizations revealed that peer mentoring is entirely and indirectly related to supervisor-
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assessed team performance via team potency. “Findings suggest that peer mentoring enhances
the effects of traditional top-down developmental assistance from formal leaders on team
performance and team potency” (Kim et al., 2021, p. 940).
Managing Transitions
Change in an organization is typically followed by those who are receptive to change and
those who will push back every step of the way. Change has been a difficult word for team
members to digest, significantly when the change directly impacts their work environment.
Those individuals who have been following along a singular repetitive process for years will
especially feel the impacts of the change. According to Bridges & Bridges (2017), there are three
phases of transition: letting go, going thru the neutral zone, and coming out of the transition into
the new beginning.
These three phases of Bridges & Bridges (2017) managing transitions introduce a
strategy of understanding team behavior with change and the process it takes to succeed. With
the first phase of the transition of letting go of the old ways, this is a time to the end and the time
when we need to help individuals deal with their losses. Focusing naturally on the result and
what the change produces will need to be mindful in the transition process Bridges & Bridges
(2017).
Transition is a change component that must be delicately managed with focus along the
change process. In delicate change situations that can be very impactful to organizations,
employees’ willingness to change needs to have a transition in the strategy process before the
change is initiated. Before establishing the adaptation and implementation of a safety committee,
the transition process must be meticulously thought out. Interacting with cross-functional
business units will be a change initiative that has to push back and lack receptiveness from
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specific individuals. Bridges & Bridges (2017) closes out managing transitions by explaining,
“only when leaders get into people’s shoes and feel what they are feeling can you help them
manage the transition” (p.32). The organization’s culture has been in place for more than fifty
years, and with the recent acquisitions five years ago, change is inevitable to align with the
global organization. Determining and understanding how transitions impact change is why this
model was chosen over other models.
Kotter’s Strategic Model for Transforming Organizations
Kotter’s strategic model outlines eight components to follow to establish a change
initiative successfully. According to Mento et al. (2002), “Kotter’s eight-step model for
transforming organizations was developed after a study of over 100 organizations varying in size
and industry type. After learning that most major change efforts failed, Kotter couched his model
to avoid major errors in the change process” (p.45). This change model process is to be followed
precisely as it outlines, with no less focus on one of the eight actions to be taken.
The first component of Kotter’s model was the need to establish a sense of urgency to
identify the problem and discuss it. Urgency is critical in implementing a significant change
initiative as it brings relevance and speed to the very initial stages of the process. Secondly,
forming a powerful guiding coalition of team members is essential to the core of the change.
Encouraging teamwork and building a team of influential members is to be strategically thought
out, as individuals are the most valuable asset to change.
Having a vision is the fourth component of Kotter’s model. Defining the vision directs the
change effort and develops a strategy for achieving the vision. After establishing a vision,
Kotters model points to communicating the vision. Communication is imperative to ensuring the
vision gets viewed by the correct audience. As the fifth component, empowering others to act on
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the vision is a critical step in the change model. Empowering others to create new ideas and
activities around the change model is what the Kotter model encourages. Employee engagement
enables the change to build new ideas and empower open discussion from the team.
As we continue with the Kotters model, the sixth component is planning for and creating
short-term wins. This allows for visible improvements in planning and making new ideas from
the model. Rewarding employees for improvements and quick wins are essential to continue the
momentum and progress. They are consolidating gains and producing more change by changing
systems, policies, and procedures that inhibit the vision. Lastly, Kotters model requires
institutionalizing new approaches Mento et al., (2002).
By clarifying any connections between new behavior and corporate success, we can tie
all the change initiatives into continuous improvement for the future. Having a detailed
structured change initiative model in place is what the organization will require to adopt the
change. Kotter’s model will allow the team to understand the direction of the high-level initiative
from the global EHS team. Following the research of multiple change plans, the last two change
plans and theories discussed will be used in my change strategy. Using the Kotter model to
follow the critical components of my change plan, followed with the close consideration and
mindfulness of managing the transition of change, will be the two change models and theories I
strategically plan when implementing a global safety committee.
Strategy For Change
With my strategy to establish a safety committee to improve cross-functional global
safety and support the global service initiative, I plan to use two change models to ensure
effectiveness and sustainability. My change strategy will include Kotter’s eight components to
change initiatives and Bridges & Bridges (2017) managing transitions theory behind the change.
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Ensuring the utmost sensitivity to the change initiative has to be constantly in mind. The business
units outside of California need real attention to transition from a siloed approach to a global
strategy. Following a step-by-step process makes the implementation process systematic and
process driven. With my previous experience in dealings with these business units, having
accountability and action plans at the top of the agenda will be imperative to overall success.
Initially, I plan to follow component one of the Kotter strategy by creating a sense of
urgency behind establishing a safety committee for the global service EHS Team. Doing this will
initiate discussions in my daily director’s meeting at 10 AM. I have seeded the idea and urgency
behind the request by openly having the first discussions with the directors. I will discuss why
we need to establish a safety committee focusing on the GSO model and possible threats to the
organizations as worst-case scenarios. By giving convincing reasons to the directors, I will have
established a base of support behind my project journey. Next, this will lead to building a strong
coalition with the leaders in my organization.
With the initial discussions made in the director’s meetings, I will have one-off
conversations with three global service directors to get alignment. Additionally, I will reach out
to the VP of Texas and Mexico operations to get his alignment. Without the VP’s support from
Mexico and Texas, it will be a solid project to build, and there could be roadblocks without full
support. Morgan et., al (2014) Asserts that the central theme throughout a communication study
on organizational teams was the need for routine and consistent in-person communication. With
this in mind, I will travel to Texas when the VP is present and have a sit-down in-person meeting
to be most effective. Developing a sense of who needs to be on the safety committee will be at
the top of the discussion. Identifying and communicating the vision is my next step.
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By establishing a coalition of individuals from multiple in-person meetings, I will need to
develop the vision and strategy for establishing a safety committee. With the vision and strategy
of establishing a steering committee to facilitate the overall function of the safety committees,
the steering committee will lead and initiate all significant change initiatives and projects. After
selecting a steering committee, regional committees will be formed for Texas, Mexico &
California. New Jersey will fall into the Texas bucket as they are geographically closer yet too
small for its regional safety committee.
By communicating the change often and convincingly to different departments and
individuals, I will find additional ways to establish the importance of this change initiative. With
a few options in mind, I will discuss the progression of the safety committee initiative by
including highlights in the monthly KPI calls that each business unit holds. This will establish
ongoing communication of the vision for the safety committee. Being mindful of managing this
transition and following Bridges & Bridges (2017), this communication will be closely tied with
Human Resources Department (HR) and the Learning and Development Department (L&OD).
Both of these departments will help support the transition of working much closer with the GSO
teams and closely monitoring employee response and feedback.
In my next step, I will need to ensure no obstacles could hinder this strategic change’s
ongoing progression. Having a GSO Safety Committee to drive processes and more change
initiatives will be devastating for some individuals. Historically, there have been vital individuals
who have disregarded the need for a global service team. These barriers will require high-level
support from individuals like our VP of Texas and Mexico. Removing any barrier as soon as
possible is at the top of our minds as we transition from a siloed safety culture into a global
safety culture. As the steering and regional safety committees are established and meeting on a
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monthly cadence, identifying the quick wins and publishing will be mindful of the next
progression for the change.
Giving the feeling of victory as we have our ongoing safety committee meetings brings a
sense of accomplishment and achievement. Especially for those individuals who are having the
most difficult time with change, rewarding those for achieving objectives will be monitored.
Furthermore, this blended approach ensures the transition is as smooth as possible. After months
into the safety committee with a strategic agenda with action items, the team will need to
consolidate the gains and impr

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