In case of organizations with traditional culture valuing the existing process of production and business to increase their profits, the core values of the organization do not change or deviate greatly as argued by Richard Lynch (2003)ii. Form the case study it is clear that the most of the directors of Cadbury are insisting upon the existing production methodology to increase revenue rather than investing upon the new technology conching proposed by Chris English.
This also makes it clear that the traditional stance of the organization values is not only due to the fact that the company has the richness of the family business but also because of the fact that the organization is not used to big changes in the then business period when the competition was intensifying with the company as the market leader.
Alongside, the case study also reveals the traditional nature of the organization's culture in the arguments of the marketing director who argues that the company's Cadbury Dairy Milk (CDM) flavour is the critical element for the effectiveness in the business. As the new conch machine did not improve the CDM taste with a drastic difference and the fact that the CDM is the major marketing brand for the organization makes it clear that the innovative measure proposed by the engineering director was disapproved under traditional grounds.
Beliefs: Beliefs as argued by Gerry Johnson and Kevan Scholes 92003) is the major element that drives the organization in the competitive environment of the business. In case of the traditional organizational culture the aforementioned beliefs are focused upon preserving the existing technology and nurture it to gain market share rather than revolutionising the process. From the case study on Cadbury the resistance of the organization to deploy the innovative conching machine to increase productivity through sacrificing time and investment makes it clear that the organizational culture of the company is traditional in nature.
The effectiveness of the company in the market with the traditional organizational culture is mainly through the ability of the organization to retain its core business process with time and its ability to use the same technology to address the growing competition in the market. This is evident in the case of Cadbury justifying that the culture of the organization is traditional in nature.
Taken For Granted Assumptions: This is argued by Gerry Johnson and Kevan Scholes (2003) as the core of an organization's culture. The lesser an organization demonstrates this in its core strategy, the more traditional it is in nature as a traditional organization culture refrains from taking things for granted. This is evident from the case stud on Cadbury where the organization is not indulgent in deciding upon the vote for the investment on the new machinery wither the new technology or otherwise.
From the aforementioned it is clear that the culture of the company is traditional in nature with emphasis on the company values and core principles of the organization. From the innovation perspective, the organization's core culture on retaining its values and principles as opposed to voting for innovative method of production, which has many advantages, justifies the aforementioned