CASE 3 Arsenic and Old Lace Case Study

EXECUTIVE DEVELOPMENT
I. CASE FACTS: CASE 3: Arsenic and Old Lace Case Study
 Resistance to change at the company may arise from Richard Chaplin and
employees due to fear of the unknown, attachment to established routines, or
skepticism about new methods suggested by Gerry Robinson. Overcoming this
resistance is essential for improving efficiency and financial health. Effective
communication, empathy, and employee engagement strategies are needed to
ensure understanding and buy-in for the proposed changes.
II. PROBLEM:
 How can the Vernon Road Bleaching and Dyeing Company effectively implement
transformational changes in management practices and operational processes to
overcome its financial difficulties while ensuring employee buy-in and maintaining
a cohesive company culture?
III. OBJECTIVES:
 Understanding Leadership Dynamics: Gain insights into the leadership styles of

Richard Chaplin and Gerry Robinson, focusing on how their approaches
influence employee morale and company culture.
 Identifying Change Management Strategies: Analyze the strategies employed by
Robinson to implement change and how they could be applied in similar
situations, focusing on overcoming resistance from long-term employees.
 Evaluating Business Transformation: Assess the overall effectiveness of
Robinson's consulting in transforming the company, including measurable
outcomes and areas for improvement.
IV. ANALYSIS OF CAUSE:
 The situation at the Vernon Road Bleaching and Dyeing Company occurred
primarily due to a combination of outdated management practices and a lack of
effective communication within the organization. Richard Chaplin's leadership
style, heavily influenced by traditional family business dynamics, likely
contributed to a resistance to change and innovation. This, combined with
financial mismanagement, resulted in operational inefficiencies and a disconnect
between the management and shop floor employees.
V. ALTERNATIVES:
 Implementing a Structured Change Management Plan

 Enhancing Communication and Collaboration
 Investing in Technology and Innovation
VI. SELECTION OF ALTERNATIVES:
ALTERNATIVE PROS CONS
1. Implementing Lean Reduces waste and Initial resistance from

Manufacturing Principles increases efficiency in employees accustomed to
production processes. existing processes.
2. Investing in Technology Better data management Potential job losses due to

Upgrades can lead to informed automation could lead to
decision-making. employee morale issues.
3. Revamping Company Encourages open May require significant

Culture and Leadership communication, potentially effort and resources in
Structure reducing resistance to training and development.
change.
VII: RECOMMENDATION:
Advantages:
1. Opportunity for Transformation:
The involvement of a consultant like Gerry Robinson presents an opportunity to

implement new ideas and strategies that can revitalize the company. This can lead to
improved operational efficiencies, modernized practices, and enhanced competitiveness
in the fabric dyeing market. Fresh perspectives can help identify inefficiencies and
innovate processes that may have been overlooked by long-standing management.
2. Potential for Cultural Shift:
The challenges faced can serve as a catalyst for cultural change within the organization.
If managed well, the restructuring process can foster a more adaptive and collaborative
company culture. This can increase employee engagement and morale, especially if
staff feel included in the change process, leading to better retention and productivity.
Disadvantages:
1. Resistance to Change:
Long-term employees, accustomed to established practices, may resist changes

introduced by new leadership or consultants. This resistance can manifest in various
forms, from reluctance to adopt new processes to outright pushback against proposed
changes, hindering the transformation efforts and potentially leading to a decline in

morale.
2. Potential for Conflict:
The dynamics between family members (like Henry and Richard Chaplin) and external
consultants (like Gerry Robinson) can lead to conflicts. Differing visions for the
company’s future, especially between family and professional management, may create
tension, complicating decision-making and potentially leading to a divided workforce.
VIII: ACTION PLAN:
OBJECTIVE RESPONSIBLE TARGET ASSESSMENT FEEDBACK REMARKS

PERSON DATE LOOP
1. Improve Richard Decembe Measure Monthly team Focus on lean

Production Chaplin r 31, 2024 production meetings to manufacturing
Efficiency (Managing output and discuss principles and
Director)) waste reduction progress and employee
metrics adjust training to foster
quarterly. strategies as a culture of
needed. efficiency.
2. Enhance HR Manager March 31, Conduct Quarterly Incorporate

Employee (to be 2025 employee follow-up team-building
Engagement appointed) satisfaction sessions with activities and
and Morale surveys before staff to gather recognize
and after ongoing employee
implementing feedback and contributions to
new make promote a
engagement adjustments. positive work
initiatives. environment.
3. Increase Marketing June 30, Track sales Bi-monthly Conduct market

Market Share Director (to be 2025 figures and reviews of research to
through New hired) market marketing identify
Product response to strategies and customer trends
Lines new products sales data to and preferences
introduced. pivot or refine for targeted
approaches as product
needed. development.

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EXECUTIVE DEVELOPMENT

I. CASE FACTS: CASE 3: Arsenic and Old Lace Case Study

 Understanding Leadership Dynamics: Gain insights into the leadership styles of

IV. ANALYSIS OF CAUSE:

 Implementing a Structured Change Management Plan

VI. SELECTION OF ALTERNATIVES:

ALTERNATIVE PROS CONS

1. Implementing Lean Reduces waste and Initial resistance from

2. Investing in Technology Better data management Potential job losses due to

3. Revamping Company Encourages open May require significant

1. Opportunity for Transformation:

The involvement of a consultant like Gerry Robinson presents an opportunity to

2. Potential for Cultural Shift:

Long-term employees, accustomed to established practices, may resist changes

changes, hindering the transformation efforts and potentially leading to a decline in

2. Potential for Conflict:

VIII: ACTION PLAN:

OBJECTIVE RESPONSIBLE TARGET ASSESSMENT FEEDBACK REMARKS

1. Improve Richard Decembe Measure Monthly team Focus on lean

2. Enhance HR Manager March 31, Conduct Quarterly Incorporate

3. Increase Marketing June 30, Track sales Bi-monthly Conduct market

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