Leading Change at Simmons (A)

Tiziana E. Casciaro; Amy C. Edmondson; Stacy  McManus; Kate  Roloff

Case | HBS Case Collection | November 2005 (Revised May 2007)

Leading Change at Simmons (A)

by Tiziana E. Casciaro, Amy C. Edmondson, Stacy McManus and Kate Roloff

Abstract

Explores the challenge of managing large-scale organizational change at Simmons, an old and established company that manufactures and distributes mattresses. The new CEO, Charlie Eitel, hired to turn the organization's performance around, considers whether to implement an untraditional training program that includes outdoor experiential team-building activities as a central element of his change strategy. Asks participants to consider the decision of investing in the expensive training program following the loss of the three largest customers--retailers that together had contributed a third of Simmons' revenues. One central theme is the role of leadership in engaging and motivating employees to implement changes that improve product quality and operational efficiency and cost.

Keywords: Organizational Change and Adaptation; Motivation and Incentives; Leading Change; Employee Relationship Management; Manufacturing Industry; Consumer Products Industry; United States;

Format: Print

15 pages

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Citation:

Casciaro, Tiziana E., Amy C. Edmondson, Stacy McManus, and Kate Roloff. "Leading Change at Simmons (A)." Harvard Business School Case 406-046, November 2005. (Revised May 2007.)

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Leading Change at Simmons (A)

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