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ADRIANTO BUDI PRABOWO
BAGUS PRIO SAMBODO
CITRA DEWI WULANSARI
What's Stifling the
Creativity at CoolBurst?
2
Background
CoolBurst is a fruit juice manufacturer
based in Miami, USA. Over the years
of operation, management always
apply the same organizational
culture. The result, over the last 4
years annual revenue and profit
Coolburst is stagnant. Currently,
Luisa Reboredo as new CEO should
start thinking about how to make
Coolburst in order to survive in the
future.
The symptoms
Annual revenues stalled at $ 30
million and profit never increased
in the last 4 years
Rootcause
Colburst management still
maintaining the old culture of the
company, without thinking on
organizational environment
continues to change.
CoolBurst Profile
Traditional Org. & Creativity
3
 Culture Conservative & politeness
“employees were loyal and formal, treated one
another with politeness. No one swore, complained
or argued”.
 Don’t fix it if it is not broken
Tradition
Creativity
New Idea
Jenkins Trait - BIG Five
Factors
• creative
• imaginative
• open minded
• divergent thinking
• Openness to experience
“We’ve got one creative person here, and he makes
everyone nervous”
4
Theoretical Analysis
Maturity Behavior
Birth
Growth
Maturity Decline
Death
Time
CoolBurst Company Life Cycle
•Comunication quality becomes
poorer.
• Stagnant. Maintaining old habits &
behavior
•Rejecting innovation
•Avoiding risk taking
•Morale / work spirit become weaker.
•Neglecting the threats from
competitor
Analysis SWOT
5
Strength
• Efficiency set of system
• Centralization of creativity on
marketing & production
• Strong based market share
Weakness (company life
cycle)
• Comfortable and maintain the old
way
• In-box-thinking
• No consideration on value
creation
• Rejecting innovation
• avoid risk taking
Opportunity
• Management doesn’t know
how to handle creative
people
• Failed to get the right people
at the right time
Threat
• Competitor hired Jenkins and
produce Mango Tango
• New entrants Drinks-Up
SWOT
“CoolBurst had to innovate, or it would evaporate”
Theoretical Framework
6
Culture
Change
• VMV - Helps organization develop cultures (behaviors,
values, beliefs and norms) appropriate to their strategies
and environments
Self Designing
Organization
• Helps organization gain the capacity to alter themselves
fundamentally
Organization
Learning
• Knowledge Management
• Seek to enhance capability to acquire and develop new
knowledge; focus on how to use that knowledge to improve
performance
7
1. When the iPhone was released in 2007, Mike Lazaridis and Jim Basillie, RIM's
co-CEOs, publicly dismissed the impact of the new device on the company's
fortunes. (Again, in fairness, former Microsoft CEO Steve Ballmer made the
same mistake, infamously referring to the first iPhone as "a toy.") Internally,
however, the company's senior management knew the technology
powering the iPhone was superior to the technology inside its own
devices.
2. When customers requested features like those offered on iPhones—such as a
faster browser, more responsive touch screen, or more diverse applications—
RIM suggested that customers actually did not want those options because they
would lead to higher data costs or decreased battery life. According to one
insider interviewed by the newspaper, although RIM never stopped listening to
customers, the company adopted a "we know better" mindset that expected
customers to eventually come around to the corporate point of view.
Aware to competitor; Transparant with current condition;
Listen to your customers
Learning from RIM Experience
Priority Solution
8
1. Discipline Thought
Confront the brutal facts
 Changing mind-set the CoolBurst new CEO and all
the other stakeholdes (Mental Modal).
 Provide meaningfulness on their job profession (3M).
 Provide chat room/forums & Open discussion where
all people can speak their opinions.
2. Modify culture of discipline,
 increase ethic of entrepreneurship, (freedom &
responsibility within a framework) Ex; Friday –
casualwear, team learning – problem solving.
Priority Solution cont’d
9
3. Change the style of leadership
Transformational leaders inspire their team members
because they expect the best from everyone, and they
hold themselves accountable for their actions. They
set clear goals, and they have good conflict-
resolution skills . This leads to high productivity and
engagement.
10
4. Roberedo must recruit external candidates, because :
 The new ideas that applicants and new hires bring in
stimulate the thinking of others.
 New hires ask “why we do things that way” so we
are often forced to re-think the way we do things.
 It keeps our employees on the edge because they
know they must compete against outsiders for jobs.
5. Total Quality Management
is a description of the culture, attitude and organization
of a company that strives to provide customers with
products and services that satisfy their needs.
Priority Solution cont’d
PRIORITY SOLUTION
11
Creativity is a mental and social process involving the discovery of new ideas or concept. It
is the ability to make or otherwise bring into existence something that has a value
(Skender). There are 3 techniques for igniting creativity :
1. Brainstorming, work best in small groups of people, but also be done individually.
Brainstorming process starts off with the problem clearly stated and recognized by all
participants. One person out of the group is choosen to write down all the ideas that
are suggested in order to make them simultaneosly visible to all others. Brainstorming
suggest solution to the problem, starting from verry obvios answer, and often going to
the extreme;
2. Lateral thinking, using only tradisional step by step logic. Its about finding a solution
to problems through an indirect approach. For example, a simple problem like opening
a door. Now think of some new solution except the doorknob;
3. Problem reversal, is based on starting the problem in reverse. Change a positive
statement into a negative one. This will give opportunity to look problem from radically
diferent point of veiw, which may lead to completely new and unexpected practical
solution.
We recommended using hybrid combination between brainstorming techniques to
recognise the important issues on CoolBurst, and problem reversal, so the employees
knew well the correlation between their contribution and what are the consumer needs
ALTERNATIVE SOLUTION
12
1. Re branding : see the market from different angle with a different
marketing strategies;
2. Encourage visioning : invite the employees to think about where
they want the company to be – in next 5 years;
3. Allow time for pet projects : setting a side time for employees to
pursue their own work related interests;
4. Ensure senior managers support : This is a critical point.
Senior managers must provide sufficient resources and training if
any of this efforts are to succeed. And each and every manager
must be committed to the program;
5. Strategic alliances : to expand market share
How to evaluate success (Alter, 2015)
13
1. Profit
Profitability is probably the first thing people think about when measuring success. Is the
business making money? This is fairly common sense — if there is money left after you have
paid your monthly operating expenses and debt, then things are looking pretty good
2. A growing customer base
The long-term growth of your company is tied directly to your ability to not only reach your
customer base, but to expand it to accommodate your long-term goals. All of those long
hours spent on the research and development of a marketing strategy prove themselves
here. Did your research pay off?
3. Customer satisfaction
Customer satisfaction is an indication that your company understands the needs of your
customers. Understanding your customers and being able to satisfy their needs is crucial to
the strength of your business.
4. Employee satisfaction
Employee satisfaction is another key indicator of business success. Developing a work
environment that rewards employees for their hard work is imperative in attracting and
retaining quality employees. If workers know they are appreciated, they are much more likely
to go the extra mile when needed.
5. Owner satisfaction
Perhaps the most important measure of business success is whether you — the owner —
are satisfied with the results of business ownership.
14
DAFTAR PUSTAKA
 Alter, Michael. (2015). Five Ways to Measure Success in Your Business.
Retrieved June 14, 2015, from :
http : // www. surepayroll . Com / articles / small – business / how-to-
measure – success – of – small business .
 Cummings and Worley. (2005). Organization. Development and Change,
8th Thomson Corporation
 De Cagna, Jeff. (2014, August). BlackBerry's Strategic Mistakes, and How
to Avoid Them. Retrieved June 14, 2015 , http : // www . Asaecenter . Org
/ Resources /
 Skender, Martina. (2010, February). How to Create Creativity. Retrieved
June 12, 2015, from : http://sixrevisions.com/creativity

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What's stifling the creativity at CoolBurst

  • 1. ADRIANTO BUDI PRABOWO BAGUS PRIO SAMBODO CITRA DEWI WULANSARI What's Stifling the Creativity at CoolBurst?
  • 2. 2 Background CoolBurst is a fruit juice manufacturer based in Miami, USA. Over the years of operation, management always apply the same organizational culture. The result, over the last 4 years annual revenue and profit Coolburst is stagnant. Currently, Luisa Reboredo as new CEO should start thinking about how to make Coolburst in order to survive in the future. The symptoms Annual revenues stalled at $ 30 million and profit never increased in the last 4 years Rootcause Colburst management still maintaining the old culture of the company, without thinking on organizational environment continues to change. CoolBurst Profile
  • 3. Traditional Org. & Creativity 3  Culture Conservative & politeness “employees were loyal and formal, treated one another with politeness. No one swore, complained or argued”.  Don’t fix it if it is not broken Tradition Creativity New Idea Jenkins Trait - BIG Five Factors • creative • imaginative • open minded • divergent thinking • Openness to experience “We’ve got one creative person here, and he makes everyone nervous”
  • 4. 4 Theoretical Analysis Maturity Behavior Birth Growth Maturity Decline Death Time CoolBurst Company Life Cycle •Comunication quality becomes poorer. • Stagnant. Maintaining old habits & behavior •Rejecting innovation •Avoiding risk taking •Morale / work spirit become weaker. •Neglecting the threats from competitor
  • 5. Analysis SWOT 5 Strength • Efficiency set of system • Centralization of creativity on marketing & production • Strong based market share Weakness (company life cycle) • Comfortable and maintain the old way • In-box-thinking • No consideration on value creation • Rejecting innovation • avoid risk taking Opportunity • Management doesn’t know how to handle creative people • Failed to get the right people at the right time Threat • Competitor hired Jenkins and produce Mango Tango • New entrants Drinks-Up SWOT “CoolBurst had to innovate, or it would evaporate”
  • 6. Theoretical Framework 6 Culture Change • VMV - Helps organization develop cultures (behaviors, values, beliefs and norms) appropriate to their strategies and environments Self Designing Organization • Helps organization gain the capacity to alter themselves fundamentally Organization Learning • Knowledge Management • Seek to enhance capability to acquire and develop new knowledge; focus on how to use that knowledge to improve performance
  • 7. 7 1. When the iPhone was released in 2007, Mike Lazaridis and Jim Basillie, RIM's co-CEOs, publicly dismissed the impact of the new device on the company's fortunes. (Again, in fairness, former Microsoft CEO Steve Ballmer made the same mistake, infamously referring to the first iPhone as "a toy.") Internally, however, the company's senior management knew the technology powering the iPhone was superior to the technology inside its own devices. 2. When customers requested features like those offered on iPhones—such as a faster browser, more responsive touch screen, or more diverse applications— RIM suggested that customers actually did not want those options because they would lead to higher data costs or decreased battery life. According to one insider interviewed by the newspaper, although RIM never stopped listening to customers, the company adopted a "we know better" mindset that expected customers to eventually come around to the corporate point of view. Aware to competitor; Transparant with current condition; Listen to your customers Learning from RIM Experience
  • 8. Priority Solution 8 1. Discipline Thought Confront the brutal facts  Changing mind-set the CoolBurst new CEO and all the other stakeholdes (Mental Modal).  Provide meaningfulness on their job profession (3M).  Provide chat room/forums & Open discussion where all people can speak their opinions. 2. Modify culture of discipline,  increase ethic of entrepreneurship, (freedom & responsibility within a framework) Ex; Friday – casualwear, team learning – problem solving.
  • 9. Priority Solution cont’d 9 3. Change the style of leadership Transformational leaders inspire their team members because they expect the best from everyone, and they hold themselves accountable for their actions. They set clear goals, and they have good conflict- resolution skills . This leads to high productivity and engagement.
  • 10. 10 4. Roberedo must recruit external candidates, because :  The new ideas that applicants and new hires bring in stimulate the thinking of others.  New hires ask “why we do things that way” so we are often forced to re-think the way we do things.  It keeps our employees on the edge because they know they must compete against outsiders for jobs. 5. Total Quality Management is a description of the culture, attitude and organization of a company that strives to provide customers with products and services that satisfy their needs. Priority Solution cont’d
  • 11. PRIORITY SOLUTION 11 Creativity is a mental and social process involving the discovery of new ideas or concept. It is the ability to make or otherwise bring into existence something that has a value (Skender). There are 3 techniques for igniting creativity : 1. Brainstorming, work best in small groups of people, but also be done individually. Brainstorming process starts off with the problem clearly stated and recognized by all participants. One person out of the group is choosen to write down all the ideas that are suggested in order to make them simultaneosly visible to all others. Brainstorming suggest solution to the problem, starting from verry obvios answer, and often going to the extreme; 2. Lateral thinking, using only tradisional step by step logic. Its about finding a solution to problems through an indirect approach. For example, a simple problem like opening a door. Now think of some new solution except the doorknob; 3. Problem reversal, is based on starting the problem in reverse. Change a positive statement into a negative one. This will give opportunity to look problem from radically diferent point of veiw, which may lead to completely new and unexpected practical solution. We recommended using hybrid combination between brainstorming techniques to recognise the important issues on CoolBurst, and problem reversal, so the employees knew well the correlation between their contribution and what are the consumer needs
  • 12. ALTERNATIVE SOLUTION 12 1. Re branding : see the market from different angle with a different marketing strategies; 2. Encourage visioning : invite the employees to think about where they want the company to be – in next 5 years; 3. Allow time for pet projects : setting a side time for employees to pursue their own work related interests; 4. Ensure senior managers support : This is a critical point. Senior managers must provide sufficient resources and training if any of this efforts are to succeed. And each and every manager must be committed to the program; 5. Strategic alliances : to expand market share
  • 13. How to evaluate success (Alter, 2015) 13 1. Profit Profitability is probably the first thing people think about when measuring success. Is the business making money? This is fairly common sense — if there is money left after you have paid your monthly operating expenses and debt, then things are looking pretty good 2. A growing customer base The long-term growth of your company is tied directly to your ability to not only reach your customer base, but to expand it to accommodate your long-term goals. All of those long hours spent on the research and development of a marketing strategy prove themselves here. Did your research pay off? 3. Customer satisfaction Customer satisfaction is an indication that your company understands the needs of your customers. Understanding your customers and being able to satisfy their needs is crucial to the strength of your business. 4. Employee satisfaction Employee satisfaction is another key indicator of business success. Developing a work environment that rewards employees for their hard work is imperative in attracting and retaining quality employees. If workers know they are appreciated, they are much more likely to go the extra mile when needed. 5. Owner satisfaction Perhaps the most important measure of business success is whether you — the owner — are satisfied with the results of business ownership.
  • 14. 14 DAFTAR PUSTAKA  Alter, Michael. (2015). Five Ways to Measure Success in Your Business. Retrieved June 14, 2015, from : http : // www. surepayroll . Com / articles / small – business / how-to- measure – success – of – small business .  Cummings and Worley. (2005). Organization. Development and Change, 8th Thomson Corporation  De Cagna, Jeff. (2014, August). BlackBerry's Strategic Mistakes, and How to Avoid Them. Retrieved June 14, 2015 , http : // www . Asaecenter . Org / Resources /  Skender, Martina. (2010, February). How to Create Creativity. Retrieved June 12, 2015, from : http://sixrevisions.com/creativity