Macro Issues

Grayson’s Macro problems include a stagnant environment that has failed to change over time and now Grayson is no longer competitive within their business realm. Grayson does not appear to see the need for or are willing to transition to the renewing management style. There is also a strong culture of doing things the old way/ by the book, taking decisions to upper level management. Overall stable management has not kept up with a hyperturbulent environment.

On the micro level, incompetent managers were often promoted at Grayson and the board does not have a consensus of opinion. I am also somewhat concerned that Tom Baker had left his previous employer because he was not promoted to the “top job,” showing that his intentions were for self development not overall company well being.

Causes of Grayson’s macro/micro problems include, not being proactive or even reactive within the chemical company environment. The corporate culture at Grayson appears to be very resistant to change. Finally, the members of the board do not agree on a specific course of action, all pushing Baker to different ideal advice. Grayson currently has no clear direction or focus and in the meantime is losing earnings and sales.

Recommendations for Grayson include, developing a pathfinder style, involving the entire corporation in the transition process while employing several problem-solving teams. This will allow Grayson to focus on its most critical problems and questions. As this is accomplished, open communications within the organization should be developed. Focus should be placed on obtaining board member consensus on future expectations. All management should be reviewed in order to determine where potential changes are needed.