Consulting Proposal

Leading Culture Change at Seagram

Jaime Castaneda

Consulting Proposal 1

BMAL 504

The biggest problem plaguing Seagram management is its ability to maintain a positive appearance to the general public as well as to its own employees. The company’s failure to communicate has contributed greatly to its overall problems. “Focusing and investing on good values program for the people in an organization is an answer to all company concerns that address consumer and customer focus, respect, integrity, teamwork, innovation and quality”. (Caragos, 2014, para. 3)

The biggest challenge for Seagram during the 1990s was its ability to adapt to change.

During the 1990s there was an increase in government regulation as well as an increase in tax for liquor, the economy the 90s was in recession, there was a decline in sales, criticism was high amongst this market, and the lack of core values resulted in a business that was doomed for failure. The president and CEO of Seagram Company, was able to recognize how critical the situation was and began to redefine the company based on a change in its overall core values. Change in the culture of an organization that has been operating as such for a long time is a difficult task. “Since 1992, when operating income growth experienced significant sobriety, executives have successfully reinvented their image, not only culturally; but have expanded globally, stimulated the excitement and enthusiasm of hundreds of employees throughout Seagram through their reengineering efforts, and have developed a strategy to improve behavior and business processes by listening and responding to employees through vehicles such as focus groups”. (Larum, 2012, para. 6) The company began to redefine how it operated, change in almost every area was critical. In order to invoke change the company must re-create its values from scratch. Seagram chose the value initiative because he understood that...