Implementing Leadership Change

IMPLEMENTING LEADERSHIP CHANGE: GENE ONE

Implementing Leadership Change: Gene One

University of Phoenix

LDR/531 Organizational Leadership

Abstract

This paper will detail the options for leadership change within Gene One. The organization is looking to expand, and major changes are necessary to get the expansion off the ground. The paper will examine what is necessary for Gene One to do in order to eventually become a publicly traded company.

Implementing Leadership Change: Gene One

Gene One is a biotech company that burst onto the scene in 1996 “with groundbreaking gene technology that eradicated disease in tomatoes and potatoes.” The technology allowed Gene One to grow into a $400 million company in just 8 years. Now, with biotechnology stocks on the rise, leadership at Gene One is looking to take advantage. The organization believes that to remain at the top of their industry they need to go public in the next three years. To reach this goal, they must acquire IPO capital to set up the marketing, advertisement and new development strategies. In order to make this goal a reality they must implement change processes to move forward in these unchartered waters.

Change Processes

As with any organization that experiences organizational change, Gene One has begun feeling the effects of the change processes. CEO Don Ruiz is very excited about the opportunities that he believes will now be available to Gene One. He also believes that his top management will also be in total agreement with his plans. However Don does not take into account resistance to change. As stated in Leadership in Organizations, resistance to change “is a natural reaction by people who want to protect their self-interests and sense of self-determination [ (Yukl, 2006) ].” People within senior management either didn’t agree with the idea all together or they felt that others weren’t on the same page and were mainly focused with how the change would affect them and...