Restaurant Brands New Zealand Limited
Russel Creedy is the chief executive officer of the restaurant brands, New Zealand. He has led to the complete change in restaurant brands and made it to be among the top performers in the share market for the past two consecutive years. Creedy joined the restaurant brands in 2001 as a supply chain manager and also worked for the company as a pizza hut manager and was also a member of the KFC relaunch team. His timing was just excellent and rose to the top position in 2007 when the recession was about to encourage customers to trade down to fast foods. Better opportunities were emerging on the good retail sites. Restaurant Brands is the holder of pizza hut, KFC, and star bucks (Mintel International Group Ltd., 2009).
The Management Team.
- Russel Creedy
Group Chief Executive Officer.
- Grant Ellis
Group Chief Financial Officer - Rif Khan
Group Chief Operating Officer - Jennifer Buddle
Group Chief People Officer (Restaurant Brands International Inc, 2017).
Different leaders employ different leadership styles, which include transformational and transactional leadership styles, among others. Transformational and transactional leadership styles are opposed when basing on the foundations of the theories of management and motivation (Treen, 2014). Transactional managers focus mostly on the organization, supervision, and group performance and the firm, whereas transformational leaders focus on the change within their organization.
The transactional leadership method is concerned with maintaining the standard way of doing business in the company. These leaders use their power and motivate their employees by paying them incentives for them to perform well. In the transactional leadership style, the leaders intrinsically motivate the subordinate staff by giving those rewards, and the employees perform well on their jobs (Davari & Guzmán, 2017). Since transactional leaders are mainly concerned about the normal smooth flow in the business operations, they do not look ahead to guide the company strategically in the position of market leadership.
Transformational leaders go beyond the management of the typical day to day working programs and implement strategies for taking the firm or team to the next level of performance. These types of leaders work together with their employees and focus on team building and motivation to accomplish a positive change in the company (Clemes & Hu, 2018). Transformational leaders set goals and incentives, which pushes the employees to work hard and deliver their best performance. These leaders also provide their staff with personal and professional development (Creedy, 2011).
Russell Creedy of restaurant brands is a transformational leader. Creedy introduced employee training programs and profit share schemes for their company workers (Creedy, 2011). Creedy has been using a transformational leadership style that has allowed him to have a strategic view, which has enabled restaurant brands to increase its operations and enter into the Australia and Hawaii markets.
Transformational leadership is vital for the growth and development of any company. Russel Creedy should keep on training the employees of restaurant brands to build them professionally. The manager should also set targets and pay incentives to the staff to reach their goals. Setting objectives will help the company develop significantly for the better in the future (Treen, 2014). Creedy should design the strategic plan for restaurant brands and share it with other leaders in the company for brands such as pizza hut and KFC for implementation.
Part B.
Incremental change in an organization involves focusing on the creation of new services and products offered by the company with the goals of growing sales, protecting the operational business model, and create new business models without the destruction of the active business model. This change helps companies and businesses to remain competitive in the market. Incremental change involves the improvements of the existing products and services that are being offered by the company.
Radical change, on the other hand, is more complicated. It is a long, complex process that involves the creation of the new market for the products offered by the company. Radical change gives the developer a chance for a great win since there are no competitors in the market (Treen, 2014). This is advantageous for the company that is involved. Such change enables the company to own the entire market and get a room for more development and innovation.
Russel Creedy change can be described as an incremental change. Creedy has ensured he protects the business model of restaurant brands and ensures that the company remains competitive in the market. It has also involved the creation of a new business model without destroying the active ones. The companies owned by restaurant brands have been designing new products and services being offered to their customers. Innovation has enabled the company to be among the top companies in the hotel industry.
A radical change can be implemented gradually. A radical change can be implemented by using the training culture. The directors of the company organize for training for the employees. This can start from the topmost officials in the company and gradually goes to all other employees (Salman & Broten, 2017). This affects not only the daily working programs of the company but also the mindset of the employees. Russel Creedy of restaurant brands has enabled this done at the company. Management officials have been able to organize training for their employees to equip them with the skills required in the work environment. The training also focused on the development of the mindset of the workers.
Part C.
Russell Creedy can assess the effect of change in the company by checking out the level of performance of the employees after training. This can also be done by checking how many employees attain the set targets (Brock & Bunch, 2019). It will be necessary for the manager also to find out how their customers feel about new products provided by the company.
Steps the leader should use to manage the impacts of change on the individuals in the company include avoiding becoming too formal and hierarchical, replacing and rotating leaders with new ideas, and experimenting with the latest products and processes.
The barriers that leaders may face while implementing the change include lack of employee involvement, lack of effective communication between the manager and the staff, and complexity in the organization.
Strategies that can be employed by the leader to overcome the barriers include,
- Putting an effective communication procedure in place. The leader should ensure proper flow of information to the employees, and this will ensure that all the employees are involved in carrying out the change in the company.
- Involvement of employees.
The leader should ensure that the employees take the central part in the implementation process. Success in any company needs the involvement of all the shareholders in the business.
- Reducing the complexity of the organization.
The leader should work towards ensuring that the processes of the organization are not complicated. This will enable the change to be implemented easily.
Part D.
Effecting Change.
Appreciative inquiry is a methodology that is effective in transformational leadership (Brock & Bunch, 2019). In the appreciative inquiry, the leader focuses on searching for the best in the workers (Appreciative inquiry involves asking the questions that strengthen the capacity to anticipate and heighten positive potential, which leads to innovation.
Kotter’s 8-stage change model.
- Create urgency.
Creedy identified the need for innovation in restaurant brands since it had a bad image in the public when he joined.
- Form a powerful coalition.
He identified a powerful coalition that included Grant Ellis (Group Chief Financial Officer), Rif Khan (Group Chief Operating Officer), and Jennifer Buddle (Group Chief People Officer).
- Create a vision for change.
Creedy developed a vision for strategic development (Salman & Broten, 2017).
- Communicate the vision.
He communicated his vision with the team and the employees of the company.
- Remove the obstacles.
Here the obstacles for the implementation of the change, whether the process or human beings are removed to enable process flow smoothly.
- Create short-term wins.
Short-term wins for Creedy involved ensuring that the products and services offered by the companies under restaurant brands were providing better excellent services (Kotter, 2016).
- Build on change.
Building on the change ensures that the change is long-lasting and is improved day by day.
- Anchor the changes in corporate culture.
The success stories of the change were incorporated into the culture of the company.
References.
Brock, J., Peak, K., & Bunch, P. (2019). Intuitively Leading Change: Completing a Kinesiology
Department-to-School Transformation using Kotter’s 8-Stage Change Model. Journal of Physical Education, 6(2), 14-24.
Clemes, M. D., Mohi, Z., Li, X., & Hu, B. (2018). Synthesizing moderate upscale restaurant
patrons’ dining experiences. Asia Pacific Journal of Marketing and Logistics.
Creedy, R. E. G. (2011). Perceptions of managers concerning training in quality. Place of
publication not identified: publisher not identified.
Davari, A., Iyer, P., & Guzmán, F. (2017). Determinants of brand resurrection
movements. European Journal of Marketing.
Mintel International Group Ltd. (2009). Restaurant brands. London: Mintel International Group.
Restaurant Brands International Inc. MarketLine Company Profile. (2017). (Business Source Premier.) Marketing.
Kotter, J. P. (2016). Leading change. Boston, Mass: Harvard Business School Press.
Salman, Y., & Broten, N. (2017). Leading Change.
Treen, M. (2014). A short history of the Unite union in New Zealand.