Other than one of it's plants, they were all run military style, turnover was high and it appeared to no one was very happy to be coming to work and even more important the managers had no sense of responsibility for their staff other then to drive them in their jobs. The economy had turned sour after 911 and their competitors were beginning to do somewhat better. To top it all, they had lost good contact with customers and with suppliers and had just instituted a bad set of foam that made their mattresses smell bad. In this atmosphere, their CEO wanted to institute a training program that was very expensive and very innovative.
When money is tight, it is most difficult to think about pushing forward into something new, especially if you are at the helm, the CEO. On the average, during a recession the employees are at their lowest moral and the worth of an excellent leader becomes more important than ever. According to Leb (2009), there are many things that the leader must be able to do and certainly the ability to do and one of those is to inspire those who are employed by him. In support of innovation during hard times is a survey done by Bloomberg Business Week (2009), in which they surveyed CEO's that had put in place new and innovative programs during hard times in the economy and in their companies. ...Show more