In a global consumer market where buyers have become more product conscious, Kraft Foods recognized a need for organizational change and global leadership adjustments. The multinational corporation began to shift focus from profits to building a sustainable company based on corporate responsibility (Mohan, 2009). The company set forth an organizational strategic plan over the course of five years in means of a complete structure and organizational culture overhaul. In 2006, Kraft foods, Inc. acquired CEO Irene Rosenfeld who produced a plan over the course of several years to completely revitalize the company whose revenues and earnings had become relatively stagnant and was becoming increasingly disconnected from its employees and its consumers, …show more content…
The corporate wide transformation challenged the culture, behavior and self-interest of the company and the employees. With this and the knowledge of how uncertainty can morph into change resistance, Kraft Foods, Inc. assigned teams to discuss eight issues that they felt were the most important involving change and organizational culture - what would remain at the corporate core; how shared services would work; people and motivators; the redesign of cross organization collaboration processes; strategic planning and performance management, how the new model would play out in North America; how the new model would play out in international operations; and communication (Rosenfeld, 2009). Within each team were sponsors who worked as a buffer between team members and executives and ensured that decisions were made with as little bias as possible and definitely with all available information. On unique perspective brought on by new leadership was the ideology behind how changes were made, communicated, implanted, and measured as the company was not shy to make amendments to changes that worked better for the employees and each brand. The leadership believed that the company was not a “one size fits all” (Rosenfeld, 2009) and different models of change were implemented in different markets, yet all sharing the same direction and overall company