Norton Lilly Case Study

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Norton Lilly International: Implementing Transformational Change in the Shipping Industry. After five years of steady growth Norton Lilly found itself handicapped by a number of problems that lead to a 2.6 million net loses. The series of acquisitions outside the company’s core business failed to affectively integrate acquired shipping agencies and there was inadequate attention to operational performances. The company had too little focus on bottom-line performances that put the company in a dangerous situation. The company needed an operations-oriented leader who could restore the company. It was necessary that this person be capable of handling the business size while generating an attractive return on investment. Jim Burton was appointed to take on the company’s issues and implement a strategy worthy enough to see the company make a turn around. A strategy was launched that would help reshape the business internally mainly with its executives. It was significant for them to understand executing the strategy of key processes and value creation. Change internally is not easy processed and this presents a challenge among the company’s executives. In order for improvement there needs to be a change in mind-set for Norton Lilly. Change would allow for a culture of operational discipline and continuous improvements. Flaws taking place in the company were partially financial. Adopting process mapping had increased customer satisfaction and reduced fines and penalties form $325,00 to $283,000. Another foundation building step involved clarifying accountability among Norton Lilly’s members. By setting objectives for each process, they were called key performance indicators, Norton Lilly’s managers were able to achieve goals overseeing specific value-creating processes within the liner division. Metrics were applied in implementing their new

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