Analysis of Cultural Transformation and Leadership at Pace Company

This report analyzes the cultural transformation within Pace, a UK-based TV set-box company, focusing on its shift in response to market changes and the rise of online streaming. The analysis examines Pace's core values (accountability, passion, integrity, innovation, and appreciation) and assesses whether these are espoused or values-in-use, using theories like the iceberg theory and sense-making processes. The report evaluates the revolutionary nature of the cultural change, which aimed to reshape behaviors and beliefs, and assesses the impact of these changes on employee satisfaction and profitability. The conclusion emphasizes the vital role of organizational cultural change in achieving company goals and future development, referencing the implementation of Pace values and behaviors, team bonding, and leadership strategies to improve performance. The report references several academic sources to support its findings.

Reflection

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Introduction to the case
The case study describes Cultural change with the Pace organization which is one of the
influential and largest U.K based TV set-box Company. Recently, the firm has lost market share
due to new internet technologies and the growth of online media streaming. Besides this the
company is also facing negative customer’s viewpoint, miscommunication between different
units, so the company HR and has decided to adopt some methods by using theories such as
iceberg theory, sense-making process for evaluating the decision making and many more to
establish new cultural values and behaviors between different units to develop good relationship,
growth opportunism of company and future interests.
Analysis
Answer 1 - The five core values that are decided by the Pace company are - Accountability,
Passion, Integrity, Innovation, and Appreciation. I have understood that in order to establish
whether these company’s core values are espoused values or values-in- use it is important to
know the following things -
Iceberg theory – This theory revealed that there are two aspects – Formal (covert )aspects
includes new goals, structure, policies of the company and Informal( covert) aspects include
beliefs, attitudes, perceptions (Grossmann and Varnum, 2015).
Three different aspects of employees – Between the employees there must be three different
features which are co-operative, calculative and coercive (Berezin and Lamont, 2016).
Sensemaking process in pointing decision making – Connection between behaviors and
understanding to reach the full potential point within a company by sensible decisions for
changes. Positive belief and co-operative works between workers.
No, there are no other values in use that I can identify because the new cultural strategy of the
Pace Company was applicable.
New cultural aspects decided by the company including symbols, artifacts, and assumptions.
Answer 2 – Yes, I can judge that the cultural change within the Pace company is Revolutionary.
Revolutionary changes means through which the organization can reshape and recognize new
strategic goals for development in behavior and beliefs between employers and workers or

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customers by eliminating the old values and rituals. It has been evaluated that inside the
company there are intellectual barriers between different units, customer’s negative viewpoint
and so on. So the company decided to adopt a new set of cultural norms where the customers
will be on the priority which can be responsive and cooperation between workers of different
units. So, this new cultural norm is revolutionary.
Answer 3 – Yes, I agree that in 2010, the leaders of Pace were certain due to the adaptation of
cultural change including pace values and pace behaviors that lead the company directly to
radical performance improvement. Learning the case study it comes to know, that following
these measures Pace became able to takeover set-top box business of Dutch Electronics
manufacture, Philips for £68 million. On the other side, there were dramatic changes in
employee satisfaction and profitability. Pace captured second place from seventh position in set-
top box manufacturer league (2006-2009) and the company revenue in 2009 become £1.1bilion
(Muscalu, 2014). is the sign that the company is reaching slowly at success in following years.
Conclusion
It can be concluded that the organizational cultural change plays a vital role within the Pace
organization because it helps the company to implement new moral values and behaviors within
the workers and employers which further contributes to binding them in one thread to work
together to achieve common goals for success. For future development, the company made some
five Pace values, six Pace behaviors and various other methods such as encouraging team
bonding, better leadership and many more which helps its name to reach out and to achieve
company’s interests through multiple theories, models and methods (Al-Haddad and Kotnour,
2015).

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References
Al-Haddad, S. and Kotnour, T., 2015. Integrating the organizational change literature: a model
for successful change. Journal of Organizational Change Management, 28(2), pp.234-262.
Berezin, M. and Lamont, M., 2016. Mutuality, mobilization, and messaging for health
promotion: Toward collective cultural change. Social science & medicine (1982), 165, p.201.
Grossmann, I. and Varnum, M.E., 2015. Social structure, infectious diseases, disasters,
secularism, and cultural change in America. Psychological Science, 26(3), pp.311-324.
Muscalu, E., 2014. Organizational culture change in the organization. Land Forces Academy
Review, 19(4), p.392.