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    Barabara&Henkel Case

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    Kirtivardhan Singh Thakur
    Barbara Norris is the new Chief Nursing Officer at Eastern Massachusetts University hospital. [1] She needs to improve the nursing culture and staff performance. [2] Kotter's 8 steps of change provide a framework. [3] Barbara should create a sense of urgency, generate short-term wins by recognizing top performers, and institutionalize new behaviors and collaboration. [4] This will help transform the nursing culture and achieve the university hospital's strategic goals.

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    Barabara&Henkel Case

    Uploaded by

    Kirtivardhan Singh Thakur
    30 views2 pages
    Barbara Norris is the new Chief Nursing Officer at Eastern Massachusetts University hospital. [1] She needs to improve the nursing culture and staff performance. [2] Kotter's 8 steps of change provide a framework. [3] Barbara should create a sense of urgency, generate short-term wins by recognizing top performers, and institutionalize new behaviors and collaboration. [4] This will help transform the nursing culture and achieve the university hospital's strategic goals.

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    Leadership case study analysis of Barabara and Henkel case.

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    Barbara Norris is the new Chief Nursing Officer at Eastern Massachusetts University hospital. [1] She needs to improve the nursing culture and staff performance. [2] Kotter's 8 steps of change provide a framework. [3] Barbara should create a sense of urgency, generate short-term wins by recognizing top performers, and institutionalize new behaviors and collaboration. [4] This will help transform the nursing culture and achieve the university hospital's strategic goals.

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    © All Rights Reserved
    Download as DOCX, PDF, TXT or read online from Scribd
    Download as docx, pdf, or txt
    30 views2 pages

    Barabara&Henkel Case

    Uploaded by

    Kirtivardhan Singh Thakur
    Barbara Norris is the new Chief Nursing Officer at Eastern Massachusetts University hospital. [1] She needs to improve the nursing culture and staff performance. [2] Kotter's 8 steps of change provide a framework. [3] Barbara should create a sense of urgency, generate short-term wins by recognizing top performers, and institutionalize new behaviors and collaboration. [4] This will help transform the nursing culture and achieve the university hospital's strategic goals.

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    © All Rights Reserved
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    Barbara Norris Case

    Q-1: What are the 8 steps of change proposed by Kotter?

    A-1: Kotter’s 8 step Model of Change

    oCREATE A SENSE OF URGENCY

    oBUILD A GUIDING COALITION

    oFORM A STRATEGIC VISION AND INITIATIVES

    oCOMMUNICATING THE CHANGE VISION

    oENABLE ACTIONS BY REMOVING BARRIERS

    oGENERATE SHORT TERM WINS

    oCONSOLIDATING GAINS AND PRODUCING MORE CHANGE

    Q-2: What are the actions will Barbara should take in these steps?

    A-2: Barbara should take following actions from above mentioned steps:

     Create a sense of urgency: Call for a high priority Ad-hoc meeting with all
    the nursing staffs to identify and discuss crises and potential crises. Also, she
    should work with HR department to devise a transparent and fair review
    process to regain the trust of all the employees.
     Generate short-term win: Recognize and reward the desired behavior to
    create a high-performance culture at GSU. For instance, identify the staff who
    achieves the target according to the new action plan and reward them.
     Institutionalize the Change: Articulate the connection between new behavior
    and success of Eastern Massachusetts University. Make teamwork and
    collaboration a part of EMU’s culture.

    Page 1 of 2
    Q4. What is the vision statement of Henkel?

    A4. The vision statement of Henkel stated – “A global leader in brands and
    technologies” with five core values – Customer centric, people focused, financial
    performance, sustainability and family business foundation.

    Q5. How did Henkel propagate its vision statement?

    A5. The senior executives endeavored to communicate the vision and values to
    Henkel’s 48,000 employees by the following ways –

     They launched a “360-degree” communication campaign using Henkel’s


    intranet, posters, employee magazine (Henkel Life) and town hall meetings in
    all major countries.
     Starting from September 24, 2010 (Henkel Day), Vision and values workshop
    were facilitated by Line managers in over 60 countries. In these 3 to 4 hour
    sessions, managers used materials from a toolkit to discuss with their teams
    how the new values could be linked to their day-to-day work and to develop
    concrete action plans for a winning culture.
    Some examples of this workshop were – “Meet your customer” program and
    “Entrepreneurial Award”
     Another effective way of propagating the vision statement was a part of
    above-mentioned toolkit. The employees were allowed to visualize how new
    values would affect the company’s success, the toolkit included two
    imagined news stories “from the future” – one celebrating Henkel’s
    realization of its 2012 goals; the other describing company’s failure to meet
    them. This allowed employees to understand the negative consequences to
    the company’s competitiveness and prestige.

    Page 2 of 2

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