January 30, 2009
Professor Curry

Case # 2: John Smithers

Participating Members:
CANADY, WR.

Response Summary:
Group Response to the John Smithers’ Case

1. In the case of Sigtek, was the change to a Six-Sigma Quality program a directed change or an elected change for the company? Does this make a difference in how top management supported change of the organization? Identify at least two instances in the case, which demonstrate the level of support provided by top management.

It was definitely a directed change after the dismal first [1st] quarter of 2001, Telwork a $5 billion European organization seized the opportunity to capitalize off a poorly managed company. The direct change was to find acceptable solutions
Although they tried incorporating a new software suite, it lagged the market and Sigtek experienced tremendous losses, both in profit and workforce. Thirdly, the availability of these products changed the way customers begin to base their buying decisions. They focused more on price and delivery time rather than technology and quality. Sigtek no longer held a monopoly on delivery and price since their products were more common after the break up of AT&T. Fourthly, Sigtek’s inability to self-manage attracted Telework, which ultimately bought the company and directed Six-Sigma Quality Program.

3. According to Lee Cockerell, one of the main elements of "Breaking the Mold" is to expect resistance and to be prepared to manage this element in order to effect the desired change. In the case of John Smithers, what were the main sources of resistance that blocked the successful implementation of the Six Sigma Quality program and was there any way that he could have managed this more effectively?

Even though, John Smithers possessed the vision, courage, and conviction as the organization’s change agent, he did not have the top-level support required to bring about a change of this magnitude.

We believed that the main sources of resistance in this case stemmed from top management, mainly Bradley and Patricof. It was if the two (2) executives had their own agendas and employee issues or anything that supported a