CASE BRICO The Brico-2000 store is a DIY store. It is divided into six departments and is composed of a president and 14 employees, including 3 at the secretariat, 3 at the cash register and 8 in the store. Each storekeeper is responsible for a department. Each enjoys a certain autonomy and has the power of decision on its radius. They take care of inventory management themselves and have direct contact with suppliers. The orders must still pass through the secretariat and receive the approval of the director, but in reality the control is almost nonexistent. Each department manager has important responsibilities. It may be thought that such an organization would increase the involvement of each storekeeper in their work. Yet, stocks are becoming more and more poorly managed, leading to increased costs. The CEO cannot let go of the problem so decide to become more involved in inventory management. But, for fear of a negative reaction from the storekeepers, he does not want to propose a regular stock inventory. He decides to use computerization for all accounting and inventory management. To inform store staff, the CEO will be going through the secretarial staff. It is the latter who will inform the rest of the staff of the new system that will be put in place. He made this decision not to inform the storekeepers himself of the change for fear of creating reactions Each article will have a code. Each article will be encoded in the secretariat from the invoices received. Department managers will have to label their items with the price, the department number and the code number. At the checkout, items will be typed from the code number. Thus, each entry and exit of articles will be controlled. When the stock reaches a minimum threshold, an order will be made automatically, whereas previously the department manager was in charge. The responsibility for the order is thus "removed" from each manager. We note tha the change will have consequences on the work of secretaries, cashiers an storekeepers. However, this change will be most felt by storekeepers, who a relieved of most of their responsibility. This permanent inventory implies a much stricter control of the storekeepers. Th change means that storekeepers have increased control that did not exist bef and a lack of accountability, without any learning. The reasons for the char were not explained or argued by the CEO. The new system has just be implemented. After two years, the new system does not achieve the expected results. Ind several technical problems have occurred. But above all, we notice departments that prices and codes are not necessarily noted as it should here to and that the problems get better. He will still try to convince two workers to use the codes by simple verbal invitations. The CEO will use some actions to convince them, but will avoid any direct confrontation with his employees Questions: Based on the article above: 1- Determine what was the real problem at Brico and what is the course of action that the CEO took. 2- Why the new system did not achieve its results? What went wrong or missing in the implementation of the change 3- How the change management process should have been implemented? Determine in details the steps that should have been taken if you were the CEO of the company.