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As you read this case account consider the following 1. Refer to the change kaleidoscope and identify the contextual constraints and enables affecting the changes that Erick Thohir and his management team want to implement 2. Based on your analysis of the context, what advice can you give to Erick Thohir and his team about the chance implementation design options that they should consider 3. Also based on your content analysis, wat major mistakes would you advise them to avoid when implementing the proposed changes? The Background The Indonesian business tycoon Erick Thohir acquired a 70 pereen share in the famous Italian focallu r Milena 2013. The previous owner of Inter Milan Massimo Mori retained the remaining share. Their thus became the first Indonesian business to buy a leading European team, and only the second foreign owner of a top Italian club. A sports fan, Thohir had previously set up the Indone ha a l association, but then he became interested in US sports which are much more business-oriented. He invested in the Philadelphia 767 basketball team in 2011. and in the Washington major league soccer cam DC United in 2012 The Problem In 2013. Inter Milan had animated prewal of around 375 million but was heavily in debt. Inter Milan had won five Italian championships between 2006 and 2010, also won the Champions League in 2010. Since then however, the team's performance had been poor, fing only fifth in Italy's premier league known as Series A) between 2011 and 2013. The team's fans were disappointed The club culture was heavily italo-centric. wsing Italia players and management Italy Handre forhall fanshe "ultras" had a reputation for xenophobia, mcism. and violence. In 2011 with 169 million in revenues, the club dropped to fifteenth in the Football Money care produced by the accounting group Deloitte The Series Alcapuchada reputation for being corrupt and mand-looking and it was only now opening up to overseas investment Fow clubs de significant profits, and ageing stadiums were not suitable for families and corporate hospitality Inter Milan was one of six teams under investigation by the governing body, the Union of European Football Association (UEFA) for breaching "financial fair play rules. The Solution As the new owner Thohir wanted to develop a different approach to running the club: Football is changing. I want to use the US model, where sport is like the media business with income from advertising and content, mixed with the consumer goods industry selling jerseys and licensed products. Tho 's goal was to barn Milan into one of the world's 10 biggest revenue gener clubs. However, he had to change the club's organization culture, as well as fixing the finance. He decided to British and American ences with experience in medias well as sport. Michael Bolingbroke, previously chicf operating officer al Manchester United one of the most profile football clubs in the world, was appointed as chief executive Thohir recruited a marketing director from Apple iTunes a head of global partnership from the US, sports and culem ent group AEG, and a chief financial officer o D.C. United Inter Milan had 250 million fans around the world. 60 percent of whom were in Asia, with 18 million in Indonesia alone. Thohir and is now m apement team therefore, wanted to focus on Asia, where Imer Milan was so as popular with middle class football fans as Manchester United. Liverpool, and Real Madrid Thor wrong opportunities Asia to develop the Inter Milan band increase merchandise sales, sign country-based sponsorship deals, and generate more revenue from clos e to When he recruited Nemanja Vidic from Manchester United in 2014, Inter Milan fans asked what this apcing defender could do for their club. The answer was that Vidic was a good brand for the Asian market. The management team asked "Will this player help us compete on the field, and what about on the marketing side? Considering the pressure from fans and the Italian sporting media. Their commented Whe you're standing on top of the Will the windows hard. Target is the U.S. third-largest retailer after Walmart and Costco, but in the last decade it has seen its earnings drop from $3.2 billion to $1.5 billion in 2014) with net income as a percentage of sales similarly dropping from 4.6 percent to 2 percent during this period. These were key elements of the context into which Brian Cornell arrived in August 2014 as Target's new CEO. Since arriving, some of the actions that Brian has taken include: 1. He made an impromptu and incognito visit to a Target store in Dallas to talk to cus-tomers. Unrecognized by store employees or customers, he sought candid opinions from shoppers. This was a surprise to Target executives because it was a significant departure from normal practice. Prior to Cornell's arrival, store visits did occur- supposedly as intelligence-gathering exercises but they were "meticulously planned affairs, only less formal than, say, a presidential visit," with the store managers notified in advance and the regular shoppers' handpicked and vetted" (Wahba, 2015, p. 86). 2. When he first arrived at Target's headquarters in Minneapolis) he was allocated the newly refurbished CEO's suite, but he insisted that he be moved to a smaller office close to Target's global data nerve center. The 10 staff in this center monitor live feeds from social media including Pinterest, Facebook and Twitter-and TV stations for stories/information on product launches, customer comments, and so on. The nerve center staff watch these media on large screens and use software to aggregate data for later analysis. 3. With the intention of putting pressure on Amazon and Walmart, he changed Target policy to one offering free shipping for online orders during the holidays, a "decision that was made in a matter of days rather than the months it would have taken in the past" (Wahba, 2015, p. 88). 4. It is not unusual for him ask colleagues about their work- life" balance and especially their workout habits. He encourages colleagues to take time for fitness activities and "isn't the type who exalts the machismo of outlandish hours" (Wahba, 2015, p. 88). Cornell relaxed the company's dress code and eats in the company caf, where he mixes with staff. He has moved the company's recruitment policy to change the situation where Target was "long populated by lifers to one making more effort to "recruit outsiders with fresh ideas" (Wahba, 2015, p. 94). Consider the proposition that managers' actions have symbolic meaning and will be interpreted by other organizational members) in this way: 1. What do you see as the symbolism associated with Target CEO Brian Cornell's actions? 2. If you were a Target employee, what might you conclude about the nature of the change happening in Target? As you read this case account consider the following 1. Refer to the change kaleidoscope and identify the contextual constraints and enables affecting the changes that Erick Thohir and his management team want to implement 2. Based on your analysis of the context, what advice can you give to Erick Thohir and his team about the chance implementation design options that they should consider 3. Also based on your content analysis, wat major mistakes would you advise them to avoid when implementing the proposed changes? The Background The Indonesian business tycoon Erick Thohir acquired a 70 pereen share in the famous Italian focallu r Milena 2013. The previous owner of Inter Milan Massimo Mori retained the remaining share. Their thus became the first Indonesian business to buy a leading European team, and only the second foreign owner of a top Italian club. A sports fan, Thohir had previously set up the Indone ha a l association, but then he became interested in US sports which are much more business-oriented. He invested in the Philadelphia 767 basketball team in 2011. and in the Washington major league soccer cam DC United in 2012 The Problem In 2013. Inter Milan had animated prewal of around 375 million but was heavily in debt. Inter Milan had won five Italian championships between 2006 and 2010, also won the Champions League in 2010. Since then however, the team's performance had been poor, fing only fifth in Italy's premier league known as Series A) between 2011 and 2013. The team's fans were disappointed The club culture was heavily italo-centric. wsing Italia players and management Italy Handre forhall fanshe "ultras" had a reputation for xenophobia, mcism. and violence. In 2011 with 169 million in revenues, the club dropped to fifteenth in the Football Money care produced by the accounting group Deloitte The Series Alcapuchada reputation for being corrupt and mand-looking and it was only now opening up to overseas investment Fow clubs de significant profits, and ageing stadiums were not suitable for families and corporate hospitality Inter Milan was one of six teams under investigation by the governing body, the Union of European Football Association (UEFA) for breaching "financial fair play rules. The Solution As the new owner Thohir wanted to develop a different approach to running the club: Football is changing. I want to use the US model, where sport is like the media business with income from advertising and content, mixed with the consumer goods industry selling jerseys and licensed products. Tho 's goal was to barn Milan into one of the world's 10 biggest revenue gener clubs. However, he had to change the club's organization culture, as well as fixing the finance. He decided to British and American ences with experience in medias well as sport. Michael Bolingbroke, previously chicf operating officer al Manchester United one of the most profile football clubs in the world, was appointed as chief executive Thohir recruited a marketing director from Apple iTunes a head of global partnership from the US, sports and culem ent group AEG, and a chief financial officer o D.C. United Inter Milan had 250 million fans around the world. 60 percent of whom were in Asia, with 18 million in Indonesia alone. Thohir and is now m apement team therefore, wanted to focus on Asia, where Imer Milan was so as popular with middle class football fans as Manchester United. Liverpool, and Real Madrid Thor wrong opportunities Asia to develop the Inter Milan band increase merchandise sales, sign country-based sponsorship deals, and generate more revenue from clos e to When he recruited Nemanja Vidic from Manchester United in 2014, Inter Milan fans asked what this apcing defender could do for their club. The answer was that Vidic was a good brand for the Asian market. The management team asked "Will this player help us compete on the field, and what about on the marketing side? Considering the pressure from fans and the Italian sporting media. Their commented Whe you're standing on top of the Will the windows hard. Target is the U.S. third-largest retailer after Walmart and Costco, but in the last decade it has seen its earnings drop from $3.2 billion to $1.5 billion in 2014) with net income as a percentage of sales similarly dropping from 4.6 percent to 2 percent during this period. These were key elements of the context into which Brian Cornell arrived in August 2014 as Target's new CEO. Since arriving, some of the actions that Brian has taken include: 1. He made an impromptu and incognito visit to a Target store in Dallas to talk to cus-tomers. Unrecognized by store employees or customers, he sought candid opinions from shoppers. This was a surprise to Target executives because it was a significant departure from normal practice. Prior to Cornell's arrival, store visits did occur- supposedly as intelligence-gathering exercises but they were "meticulously planned affairs, only less formal than, say, a presidential visit," with the store managers notified in advance and the regular shoppers' handpicked and vetted" (Wahba, 2015, p. 86). 2. When he first arrived at Target's headquarters in Minneapolis) he was allocated the newly refurbished CEO's suite, but he insisted that he be moved to a smaller office close to Target's global data nerve center. The 10 staff in this center monitor live feeds from social media including Pinterest, Facebook and Twitter-and TV stations for stories/information on product launches, customer comments, and so on. The nerve center staff watch these media on large screens and use software to aggregate data for later analysis. 3. With the intention of putting pressure on Amazon and Walmart, he changed Target policy to one offering free shipping for online orders during the holidays, a "decision that was made in a matter of days rather than the months it would have taken in the past" (Wahba, 2015, p. 88). 4. It is not unusual for him ask colleagues about their work- life" balance and especially their workout habits. He encourages colleagues to take time for fitness activities and "isn't the type who exalts the machismo of outlandish hours" (Wahba, 2015, p. 88). Cornell relaxed the company's dress code and eats in the company caf, where he mixes with staff. He has moved the company's recruitment policy to change the situation where Target was "long populated by lifers to one making more effort to "recruit outsiders with fresh ideas" (Wahba, 2015, p. 94). Consider the proposition that managers' actions have symbolic meaning and will be interpreted by other organizational members) in this way: 1. What do you see as the symbolism associated with Target CEO Brian Cornell's actions? 2. If you were a Target employee, what might you conclude about the nature of the change happening in Target