@anicetomarissa4

Thank you for the last response and explanations.

However, the response did not include the sequential deployment of levers needed to achieve the stated objective using Low Authority, High Urgency (S3). I have attached again the details below to guide with providing the levers ordered sequentially.

1. Question Prompt

You are a middle manager in Spectrum Sunglass Company. a 10-year-old. privately-held enterprise that designs. manufactures. and sells sunglasses. Your company just returned to a normal level of protability after an economic recession when softening demand caught the attention of the company's executives and bankers. At the annual strategy retreat. you inform your colleagues that BigMart. a major customer. is about to launch an in- house \"Green Stamp" labeling program for environmental friendliness. Suppliers with this manufacturing certication will receive special promotions. A BigMart VP has gone further. threatening to cancel the Spectrum contract if the company does not submit a detailed planin just three monthsdemonstrating how it will reduce its dependence on petroleum-based raw materials. You propose that Spectrum Sunglass implement a sustainability initiative with three ambitious goals: 1. Eliminate 25% of waste by redesigning the manufacturing process. 2. Reduce the current level of greenhouse gas emissions by 15%. 3. Create a new product line based entirely on environ mentally benign materials. Though not all employees are convinced that the sustainability initiative is desirable or even feasible. you are named as the head ofa task force that is charged with implementing the change initiative in two years [96 weeks]. As the director of product innovation. you have no hierarchical power so you must inuence the key change targets. including superiors. peers. and lower-level staff in other departments. To be successful. you have to move the organization through three fundamental. organization-level change phases: 1. Mobilization 2. M ove ment 3. Sustain You have to influence 18 internal stakeholders (change targets] through four individual-level change stages: 1. Awareness 2. lntere st 3. Trial 4. Ado pt'ion To change the organization successfully in 96 weeks. you must do three things successfully: 1. Diagnose the situation 2. Build and maintain credibility 3. Select appropriate change levers at appropriate times You are the director of product innovation within the research and development (R&D) unit of Spectrum Sunglass Company. While you generally feel very positive regarding the situation at Spectrum Sunglass, you have noticed that sustainable economic development and the link between sustainability and innovation is featured in many of the professional articles you read, such as "Why Sustainability Is Now the Key Driver of Innovation." You are frustrated that you don't have any new sunglass products to offer to the vocal customers who increasingly express concerns about Spectrum's environmental impact. Not only does sustainable development make sense to you personally, from both a moral and an economic standpoint, you also see this as an opportunity to differentiate Spectrum's products from your competitors, which focus exclusively on design and price. At Spectrum's annual executive strategy retreat, you decide to ask for a special, unplanned session to discuss the conversations you recently had with a vice president at Spectrum Sunglass Company's largest retail customer, BigMart, which comprises 309% of Spectrum's annual revenues with over 1,000 retail outlets across the United States. The VP explained he was now in charge of national sunglass procurement for BigMart, and that they had recently created a policy to promote all products which bear a Green Stamp manufacturing certification for environmental friendliness. He added that, notably, BigMart's market research revealed that even its most price- sensitive consumers were starting to prefer green products within their price range. The VP explained that BigMart was now considering recommending that all of its suppliers go through the Green Stamp certification process. Hasan Ashraf (CEO): What exactly are BigMart's terms? You: They want us to reduce petrochemical raw materials, such as polycarbonate plastics, in the manufacturing process from 90 percent to 50 percent within two years. The VP not-so-subtly threatened that, if we don't respond within three months with a detailed implementation plan, BigMart will consider canceling all our contracts with them and shift to a competitor who will. While unexpected, this could be an opportunity to develop a unique product line for a mass market base, and I think we're up to the challenge! Leslie Harris (VP of sales and marketing): A sustainability feature will help distinguish us in the long term, and this marketing angle may open up new consumer markets, such as exporting to more environmentally conscious countries in Europe. Paul Diaz (CFO): We can't afford to start a sustainability project just because BigMart demands it! Green material substitutes for petroleum are probably expensive. We're highly leveraged as it is, so a drop in profitability might put our ability to meet our debt covenants at risk. Aisha Farook (VP of operations): We just spent 12 months undergoing a grueling Six Sigma quality certification process. Our plant managers will probably resist another major change in material inputs. Mari Gopinath (VP of human resources): But we need to give this serious thought, there's a lot at stake at ignoring this. Why don't you form a cross-functional task force to come up with a compromise solution? Hasan Ashraf (CEO): You're right, we can't ignore this. I agree with Mari's task force idea. You should create the task force from marketing, R&D, finance, and production, and they should all dedicate 75 percent of their time to coming up with a proposal for BigMart which is acceptable to all members. You have three months. The management team at the retreat concurs with the CEO's task force proposal. As the retreat ends and everyone heads to dinner, you start pondering the numerous issues and obstacles to overcome in developing an acceptable plan for BigMart within three months. Your central challenge is to convince your colleagues that a dramatic change in the organization's strategy and products is necessary and that environmental sustainability is critical to the company's future-no small task in a relatively short period of time. This challenge is somewhat complicated by the fact that you must influence the rest of the organization without the formal authority to command employees' attention. However, when BigMart tells Spectrum to jump, the usual response is to ask, "How high?" Furthermore, you have a reputation for being competent and trustworthy within Spectrum, and this reputational capital will be invaluable to you as you take on this new challenge.Decide Select a lever to see its description and take an action Scope of impact Weeks to implement Weeks before reuse Attempts Lever 2 8 Walk the talk Entire org 3 4 Get consultant's support Entire org. 2 6 Get CEO's public support Entire org. Conduct private interviews 4 Issue e-mail notice Entire ong. 4 Hold town hall meetings Entire org. 6 10 Provide internal skill-building 3 12 Provide external skill-building 3 Conduct pilot project 3 12 Entire org. NJ 2 Post progress reports Tell a 'success' story 3 20 Clarify organizational values Entire org. 4 Build a coalition of support 3 4 LU 10 Recognize an adopter 4 Privately confront resister 1 4 Announce goals & deadlines Entire org 10 12 20 Revise reward system Entire org