Moreover, the analysis will seek to analyze the means by which Beers and her team members engaged in a creative process for developing division which will be elaborated upon. Finally, the analysis will consider whether or not Beers and her team effectively communicated the buy-in for all respective compliments of the question. Through such analysis, it is the hope of this author that the reader will gain a higher level of inference with respect to some of the best practices for business leadership and management as well as some of the key pitfalls that might exist with regards to a new CEO/leader seeking to affect key changes within an existing firm/organization. With respect to what Beers was attending to accomplish as CEO of the firm in question, it can definitively be stated that she sought to reengage a level of success and profitability that had been experienced in years past. As the case study defined, Ogilvy & Mather was once a market leader and exhibited best practices that served to promote its vision and name throughout the market (Starr, 2011). However, in the recent past, this level of profitability had diminished and the firm was no longer a market leader with respect to the specialty upon which it was founded. Crafting a new vision for an existing firm is oftentimes dangerous process. This is due to the fact that even though the current vision might not be effective, it is oftentimes not the fault of the vision itself; rather, it is the fault of the level of implementation that patient is experiencing. This was very much the case with regards to Beers and the way in which her team sought to extrapolate and redefine the existing vision of Olgilvy and Mather Worldwide. Similarly, as a function of crafting this particular approach, she and her team went through a series of steps through which they assess the current vision and sought to approach whether or not it could continue to be relevant within the current environment. This was a highly effective approach due to the fact that it helped the team to realize some of the existing strengths that the firm still could leverage without fundamentally shifting the focus that had previously defined such a level of success within the past. Moreover, with regards to analysis of the actual process through which Beers and her team came to analyze and craft the redefined vision, it is the understanding of this author that this particular approach was both enlightened and highly effective (Mink, 2011). Rather than merely coming into the scene and demanding a rapid level of change to increase profitability, the CEO instead sought to engage stakeholders within the firm and encourage their input into improving the process as a whole. Realizing that she had a certain disadvantage in understanding the situation, Beers leveraged the expertise of her team in helping to craft the vision that would seek to promote the future profitability and survival of the brand in the future. Lastly, the question of whether or not Beers and 13 were able to effectively communicate the buy-in for this project to the respective stakeholders in middle and lower management within the firm comes into a degree of question. Whereas the process through which stakeholder buy-in within upper management was leveraged as a means of furthering the best interests of the business entity highly was highly effective, the communication necessarily broke down after this
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