Cultural Changes and Management Techniques at Heinz Australia

Change Management

1
EXECUTIVE SUMMARY
Cultural changes effect the business process hence companies should also focus on the
applying best of cultural management techniques so as to reduce its impact on their
performance. This report analyses the various elements of the cultural web so as to
understand the cultural changes taking place at Heinz. There are various forces that act
against and in favour of the change. These factors have been represented in this report. Due to
the cultural change at Heinz, company developed various new strengths which will favour the
firm’s business in the future. In order to ensure that company do not get back to the old
culture, various steps need to be done so as to monitor and sustain with the new culture.

2
Contents
EXECUTIVE SUMMARY...................................................................................................................1
INTRODUCTION.................................................................................................................................2
Cultural health of Heinz Australia.........................................................................................................2
Cultural change at Heinz Australia....................................................................................................2
Key forces in favour and against the change......................................................................................4
Key strengths of new culture.............................................................................................................5
Aspects that need to be monitored and sustained...............................................................................6
CONCLUSION.....................................................................................................................................7
REFERENCES......................................................................................................................................7

3
INTRODUCTION
Many organisations have changed themselves as per the requirement of the environment and
industry situation. In most of the cases cultural changes were highly important. Cultural
changes are hard to make as it affect the working of many employees at once. In cultural
changes there were many elements that were involved. It is essential that company does
cultural management in a better manner so as to reduce the negative effect of these cultural
changes (Alvesson and Sveningsson, 2015). This report analyses the case study of Heinz
undergoing cultural changes by analysing the cultural web so as to determine how the cultural
has changed. It also suggests the forces that acting in favour and against the change. It also
provides the strengths of new culture as well as the aspects that needs to monitored and
sustained for ensuring the ways in which they do not go back to old ways.
Cultural health of Heinz Australia
For any organisation it is essential to analyse the elements that could lead to change in the
cultural health (Kotter, 2012). Heinz was facing many types of challenges and for this
Widdows made many types of changes.
Cultural change at Heinz Australia
Cultural changes can be understood with the help of elements of the cultural web. According
to Johnson and Scholes there are many elements that influences organisational culture
(Cummings and Worley, 2014). The most crucial aspect from the Cultural Web for strategic
decision making is that of coherence. It is also to be noted that the greater the level of
coherence within the organisation the greater is the advantage to the organisation in the
competitive markets. Heinz need to put strong cultures as a potent source of competitive
advantage as it is hard to imitate. They should also think that they get trapped by their
coherent culture into routines. This might hamper the development of new strategies and lead
to terminal decline in the longer run. The analysis for Heinz is as follows:
 Control systems: In the process of monitoring there was development of “Great place
to work” mantra. Everyone ideas were entertained and inputs was welcomed. Every
staffs were involved in the process. Company’s values were communicated to staffs
by the senior managers so as to bring confidence in them. Continuous communication
with the staffs was done by the senior managers so as to ensure that changes were
managed properly. Apart from this a collaborative team was made within the