Introduction
The case under analysis is from the book on IT strategy written by McKeen and Smith (2015). It focuses on the innovation at International Foods. The case study mentions a company IFG that has high formalization. A manager, Josh, is in the company who is an expert in social media strategy to reach customers. He has been facing hurdles and problems in pursuing his goals. The following analysis uses two questions and highlights the situation in the company. Innovation requires openness and freedom, so that Josh’s team can find solutions to the company.
In discussion with Josh, Tonya foreshadows “some serious obstacles to overcome.” Describe these obstacles in detail.
Josh was an excellent performer at Glow-Foods, and now, he was part of the International Food Group (IFG). Both companies are different in their structure and culture. However, the foremost important thing is that Josh had to face a highly formalized culture at IFG. It resulted in some severe obstacles to overcome. Tonya has pointed to some serious obstacles. Broadly, these obstacles are mainly related to hierarchy and organizational culture. Josh was part of the IT office, and he, along with his team, had to be innovative and independent. He had to use technologies and social networking sites to bring their ideas into reality. However, seniors and old members of the organization were making the situation difficult for him and his team. It added to various obstacles (McKeen & Smith, 2015).
For instance, Josh did not have direct control of using social media sites. Rick Visser was the chief technology officer of the company. Josh had to get approval before using social media sites. It may not be possible for the team to innovate ideas because innovation calls for instant reaction to emerging issues in the market. It has to reach to customers faster, and these approval sanctions make the process slower for the team. It was not the culture faced by the team in the previous company. However, they have to work under the IFG culture now (Chesley, 2020).
Another difficulty was regarding the interaction with the product teams. Josh and his team could not directly interact with product teams without approval or getting Ben Nokony along the process. It made an obstacle because the marketing team has to interact with product teams on a continuous and consistent basis. It also happened with Josh when Ben got angry upon directly contacting with the product teams. Although that was not a meeting a routine interaction with the team, he considered that interaction as a meeting (Whittinghill, Berkowitz, & Farrington, 2015).
Another obstacle was concerned with the finance and accounts department. Sheema Singh was the IT finance officer. She had some strict rules before passing the budget of any marketing plan. She made it clear before Josh and his team that every plan must have a cost and benefit analysis. Otherwise, it might not be workable and may not get approved. It was challenging for Josh and his team to make a budget and forecast until they have the liberty to do things themselves. It became an obstacle that was beyond their capabilities.
The above obstacles emerged out of the structure of a large company where aged departmental heads were involved in the decision-making process. They took it as a formal structure where everything should follow formalization. It was right there at IFG because Josh and his team had to be part of the overall organizational culture and structure. In so doing, he had a problem of understanding the structure and culture of the company. He had to build interaction and warm communication process so that Josh and his team could develop direct contact with influential and powerful figures in the company.
How can Josh win support for his team’s three-point plan to use technology to help IFG reach its customers?
Josh and his team have come up with the three-point plan to use technology. The team is vibrant and enthusiastic, as all members are young and energetic. They can bring benefits and advantages to IFG in its desire to reach customers. However, Josh and his team have been facing many issues and concerns regarding the company’s culture and structure. Josh has to win the support for his team, and he has to take some steps in this regard. The following lines can help him and his team to materialize support from the company.
The response to the presentation and approach towards Josh’s three-point plan shows that IFG has some static kind of heads in their different departments. They are not receptive to new ideas, and the requirements of the job of Josh are towards freedom and brainstorming. He needs a continuous flow of information and ideas. He needs resources. There is a limitation of these sources of success. Therefore, he and his team should take steps to interact with other influential figures in the company. Josh has the job to interact with the static culture at IFG. It is not an easy task because it is a more prominent company. Heads of the company consider them an expert and experienced. They do not need to change their ideas. Therefore, Josh has to win their support by choosing a traditional course of action instead. It can make roots within the company for Josh and his team (Remenova, Skorkova, & Jankelova, 2018).
Josh and his team should address the problem of having consistent access to social media sites and the cloud. Apart from other resources, these are vital resources needed by the team. It cannot perform without using them freely. Josh has to convince different departmental heads so that his team can be safe from these restrictions. He can put an offer of forming a team where all influential and key persons are present. Such a team can act as the one required for coordination and cooperation across different departments. Josh can win support by presenting success stories from the previous company (Salas, Shuffler, Thayer, Bedwell, & Lazzara, 2015).
He should describe and explain how he has been successful at Glow-Foods. By giving the example of experience there, Josh should propose a pilot project. Other executives and officers may be concerned about the proposed three-point plan because of its size and scale. It is wise for Josh to start with the pilot project that is not large in scale. He should then ask for access to social media sites and cloud. Then, he should dedicate himself and his team for the success of the pilot project. Otherwise, it may be challenging and time-wasting to stick to the broad plan. There is strong resistance from executives. He cannot get his plan approved until adopted these tactics (O’Neill & Salas, 2018).
Conclusion
The analysis concludes that IFG has to provide independence and more control to Josh in his actions. Innovation and technology use may not be restricted because it has no limits. Top executives of the company should keep powers and decision-making authority. However, it is time to delegate power to other departments. Josh has the capabilities to turnaround the marketing endeavors of the company. The company and its top executives should know about this fact. However, Josh should also adopt a professional approach and should convince executives in a friendly manner. Starting with the pilot project may be appropriate so that the company can allow him in his endeavors and aims.
Reference
Chesley, C. G. (2020). Merging Cultures: Organizational Culture and Leadership in a Health System Merger. Journal of Healthcare Management , 65 (2), 135-150.
McKeen, J. D., & Smith, H. A. (2015). IT Strategy: Issues and Practices (3 ed.). Pearson.
O’Neill, T. A., & Salas, E. (2018). Creating high performance teamwork in organizations. Human Resource Management Review , 28 (4), 325-331.
Remenova, K., Skorkova, Z., & Jankelova, N. (2018). Span of Control in Teamwork and Organization Structure. Montenegrin Journal of Economics , 14 (2), 155-165.
Salas, E., Shuffler, M. L., Thayer, A. L., Bedwell, W. L., & Lazzara, E. H. (2015). Understanding and Improving Teamwork in Organizations: A Scientifically Based Practical Guide. Human Resource Management , 54 (4), 599-622.
Whittinghill, C. U., Berkowitz, D., & Farrington, P. (2015). Does Your CULTURE Encourage INNOVATION? Defense AR Journal , 22 (2), 216-239.
