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• W266822892 abstract "CASE DESCRIPTION The primary subject matter of this case concerns building, communicating, and implementing a vision that will drive change in an organization. Secondary issues examined include overcoming resistance to change, building support in multiple stakeholder groups and powerful sponsors, the role of team leaders in the implementation process, acting with a sense of urgency and risk taking in implementing change. The case has a difficulty level appropriate for undergraduate seniors and graduate students, and is designed for courses addressing organizational change, leading change, and leading teams. The case may also be used to demonstrate strategic management concepts, including developing a vision and strategy implementation. It can be covered in a one hour class. Preparation for the case is expected to require 3-4 hours. CASE SYNOPSIS The case opens with Cherokee Nation Entertainment (CNE) engaged in the process of evolving from a collection of low impact retail and bingo operations to a dynamic, growth oriented business employing current marketing and management concepts. Dave Stewart, CEO, is building a vision for CNE that embraces innovation and change in driving a transformation of the business' strategy and culture. The change in Oklahoma gaming laws provides the external opportunity. Stewart's vision encompasses a dramatic change in the basic philosophy of the business in attempting to integrate the edgy Hard Rock with the very traditional culture of the Cherokee Nation. The case follows Stewart and a Team of 8 key managers who navigate through multiple challenges and obstacles often encountered in transformational change in organizations. The vision and strategy provide the direction for change; however, the extent of the change provide significant challenges for Stewart and the Team of 8 in overcoming resistance to change, and building a sense of urgency so important to implementation. The case demonstrates one approach to building and implementing a vision and new strategy, and provides opportunities for students to analyze the key stages of organizational/strategic change. The case ends with the opening of the Hard Rock Hotel and Casino Tulsa; however, the change process is not complete. There are still important issues for students to ponder about the future of the Hard Rock brand and CNE. INSTRUCTORS' NOTES Discussion Questions This is a complex case that can be viewed primarily from an organizational change perspective and leadership perspective. There are a variety of resources for developing understanding of organizational change; however, this review employs John Kotter's Eight Phases (Kotter, 1995; 2007). The article noted is available through Harvard University Press. Additionally, summaries of Kotter's concepts are readily available on the internet. A review and discussion of the eight phases in class prior to assigning the case will prepare the students for the Organizational Change questions presented in this case. Directions: Analyze the case employing John Kotter's eight phases of change. Students should focus on the transformation to the Hard Rock brand in their analysis, but should integrate relevant facts from the background and the 2002-2006 period of growth at CNE. Although the questions are relatively simple and straight-forward, the eight phases provide the structure for a comprehensive analysis. More advanced analyses will integrate the discussion of the different phases where they overlap. The 8 phases include: 1. Establish a Sense of Urgency. 2. Form a Powerful Guiding Coalition 3. Create a Vision 4. Communicate the Vision 5. Empower Others to Act on the Vision 6. Plan For and Create Short-Term Wins 7. Consolidate Improvements and Sustain the Momentum for Change 8. Institutionalize the New Approaches For the first 6 phases: * Identify the key players, the actions they took, and the result--positive and negative. …" @default.
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• W266822892 date "2011-05-01" @default.
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• W266822892 title "Changing the Game at Cherokee Nation entertainment.(Instructor's Note)" @default.
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