Simmons Case Study

Case Study Analysis

Based on the published articles of Casciaro and Edmondson in Harvard Business Review and the Charlotte Pride video, this paper has five aims. The first aim is to define the objective of the Great Game of Life (GGOL) program. The second is to provide a rationale for Simmons to implement the GGOL and what steps the company should take to ensure positive results. The third aim is to describe how the Charlotte Pride video influenced my position on the use of GGOL to change Simmons. The fourth aim is to describe how the GGOL program might affect the managerial or employee culture of Simmons. The fifth and final aim of this paper is to describe how the emotional elements associated with change can be managed and leveraged.

Great Game of Life

Simmons, a 130 year old company, underwent a major change in 2003. It was in 2003 when Fenway Partners sold its controlling interest in Simmons to Boston-based Thomas H. Lee Partners for $1.1 billion (Casciaro & Edmondson, 2005). After the Lee Partners acquired Simmons, the "Great Game of Life" was rolled out in an attempt to increase profitability by creating a strong, positive culture change involving each individual in the workplace. According to Whitcomb (2007), "'The Great Game of Life', an experiential program developed by Larry Wilson of Wilson Consulting, uses physical events to challenge individuals and teams to exceed self-imposed limits and to expand people's expectations of what they can accomplish" (Whitcomb, 2007).

Implementation of GGOL

Despite the un-timeliness of investing $7.2 million over three years in an uncertain culture change program, Simmons should implement GGOL for two very important reasons. The first reason, based on the case study, is that it will increase the growth and profitability of Simmons, enabling the company to outperform its competitors. According to Casciaro and Edmondson, "The program was based on a business model that says profitable organizational growth is a result of satisfied and loyal customers; a committed, cooperative and creative organizational culture; and a leadership team that empowers and serves the workforce" (Casciaro & Edmondson, 2007, p. 6). The second reason why Simmons should implement the GGOL is that it will increase employee morale, resulting in greater productivity and quality of work. Based on the case study, the GGOL experience will empower and motivate people to perform to the best of their ability, knowing that there are people all around them to step in and help when needed. Vice President of Human Resources and member of Eitel's top management team, Rhonda Rousch (as cited in Casciaro and Edmondson, 2007) states:

"The ropes course is integrated into an experience about life and about how each and every one of us have the capacity to be whatever we want to be. We're only limited by our own minds. The ropes course gives people an opportunity to overcome fears, to feel the support of others, who help guide them through the course, protecting them and keeping them safe. It helps us understand that we all have the same sorts of trials and tribulations. It breaks down a lot of walls that tend to exist in corporate America" (Casciaro & Edmondson, 2007, p. 1).

Charlotte Pride Video

The Charlotte Pride video influenced my position on the use of GGOL to change Simmons. The video is an example of what can be accomplished when people come together and work as a team. One of the employees in the video says, "We got to get to zero waste. Who's going to get this done?" The strongest argument for implementation of the GGOL program was Ulysses Crawford's answer: "I am". As quoted in the video, he provides an eloquent, emotional and compelling rationale:

There are a lot of misconceptions out there. Among them is the misconception that we cannot succeed. Can we ever achieve zero waste? Maybe. Maybe not. But, if we strive for this goal as a team without wavering, we can get so close until we won't know the difference. Ourselves, our plant and our company has undergone a metamorphosis. Every breath used to be apathy. But now, you can walk through the plant, hear laughter and see smiling faces. We owe it to our employees who work so diligently to create an environment in which they can continue to grow and evolve. We owe it to them to be what we ask of them to be and that is dedicated, focused and unified. As a biblical saying, "Am I my brother's keeper?" Well, without them, there is no us. Without us, there is no you and without you there is no company. So, am I my brother's keeper?