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The Adams Corporation Case

Adams Corporation was previously focused on ethical standards, quality products and working climate, but was now facing more intense competition and losing market share. M. Millman arrived to infuse the company with a fighting spirit and competitiveness. He established new goals of increasing return on investment, market share and efficiency. To achieve this, Millman would change Adams' structure and systems to be more competitive, reengineer processes and reallocate resources with a focus on profitability, market share gains and efficiency over tradition. He would need to assume a leadership role to implement changes while managing expected problems and ensuring new economic goals did not compromise non-economic values and beliefs.

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211 views5 pages

The Adams Corporation Case

Adams Corporation was previously focused on ethical standards, quality products and working climate, but was now facing more intense competition and losing market share. M. Millman arrived to infuse the company with a fighting spirit and competitiveness. He established new goals of increasing return on investment, market share and efficiency. To achieve this, Millman would change Adams' structure and systems to be more competitive, reengineer processes and reallocate resources with a focus on profitability, market share gains and efficiency over tradition. He would need to assume a leadership role to implement changes while managing expected problems and ensuring new economic goals did not compromise non-economic values and beliefs.

Uploaded by

Noomen Alimi
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPTX, PDF, TXT or read online on Scribd
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THE ADAMS CORPORATION Case

WHAT KIND OF COMPANY WAS ADAMS


BEFORE THE ARRIVAL OF M. MILLMAN ?
AND WHAT WOULD YOU DO IF YOU WERE
M. MILLMAN?

1
Adams Corporation
PHILOSOPHY ORGANIZATION
 ETHICAL STANDARDS  7 SALES DIVISIONS
 QUALITY PRODUCTS  IMPORTANT PRODUCTION DIV.
 QUALITY OF THE WORKING CLIMATE  UNDEVELOPED INFO. SYSTEM
 HOLY BIBLE AND FAMILY STEWARDSHIP  CONSERVATIVE COMPENSATIONS
 BELIEF IN:  LIFE EMPLOYMENT
 FUNDAMENTAL GOODNESS OF MAN  EMPLOYEE BENEFITS
 POWER OF FAIR PLAY  TRADITIONS
 INTEGRITY  CENTRALIZED

RESULTS
 INNOVATIVE IN PRODUCTION PROCESSES
 LEADER IN MANUFACTURING AND LOGISTICS
EFFICIENCY
 «BEST VALUE» BY CUSTOMERS

BUT…RECENTLY

 IMPORTANT CHANGES IN ENVIRONMENT


 MORE INTENSE COMPETITION
 ADAMS: A SLEEPING GIANT
2
What is Adams strategy now?

 Quality
 Lowcost
 Value for the money
 Rely on inherent product superiority to attract customers  no advertising
 Emphasize production
 Emphasize internal cooperation to compete with outside rivals

What is the problem with these strategy components?


 Low profitability and decreasing competitivess (loosing market share)

How would you describe the change undertaken by Millman?


IS IT VERY DIFFERENT FROM WHAT EXISTED ? HOW?
WHAT WAS CHANGED BY MILLMAN ?
GOALS !
 WHAT ARE THE NEW GOALS ?
STRUCTURE !
 WHAT ARE THE CHARACTERISTICS OF THE NEW ORGANIZATION?
COMPENSATION SYSTEM
 SUPPORT SYSTEMS: ACCOUNTING, PACKAGING, MARKETING
3
 infuse Adams with "fighting spirit" and "competitiveness."
« organizational philosophy » = fight and win.
Improve effectiveness= I have but one goal: each month must be better than the past.
Inculquer chez Adams « l’esprit de lutte» et «la compétitivité».
Il dit:" Ma philosophie personnelle et organisationnelle sont = se battre et gagner ‘’
Améliorer l’efficacité: je n’ai qu’un seul but: chaque mois doit être mieux que le passé.

If you were M. Millman what would you do?


Would you change ? What?

 highlight the problems that you could meet


 draw the expected results and consequences of your program

Mettre en évidence les problèmes que vous pourriez rencontrer,


Prévoir les résultats et les conséquences du programme de changement (lequel?) que
vous allez implanter.
4
Que Faire?
ECONOMIC GOALS
1. Return On Inversement (ROI)
2. MARKET SHARE
3. EFFICIENCY Contrôler
NON ECONOMIC GOALS l’adéquation
1. VALUES
2. BELIEFS,

HOW TO DO IT ?
1. STRUCTURE
2. SYSTEMS
3. LEADERSHIP  REENGINEER THE PROCESSES
4. RESSOURCE ALLOCATION

Conclure par: quelques lignes pour indiquer les objectifs de votre programme
(Profitabilité, augmentation des parts de marché, efficacité d’utilisation des
ressources notamment humaines, valeurs et croyances (culture d’entreprise)
partagées par le personnel ,…
Et en indiquant comment arriver à les réaliser: rôle de leadership à assumer et
allocation des ressources (continuer à faire du social ou être orienté compétitivité,
efficacité, profitabilité attendue par les actionnaires notamment les nouveaux
acquéreurs). 5

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