Case: Opperman-Chemicals Opperman-Chemicals embarked on a growth strategy to exploit the growing demand for hard and liquid wax in Europe. In achieving this, a change in organizational culture was necessary. The executive team is very aware of the fact that a change in leadership style is to drive such a large-scale transformation. To meet the increasing demand for product in Europe a point of departure was to substantially increase production volumes, without further capital investments in new plants, technologies, and equipment. The first priority was to optimize what they already had in operating assets. It was generally accepted that the existing three plants were not fully utilized and that loads of waste was generated such as product spillage and consequent contamination, equipment down-time, and product rework. It was obvious that people across the organization had to be involved. Past attempts where only production people were involved did not succeed.

How can trust be developed within the organization? (5 marks)