Case Study: COMPASS SA: CHANGING THE RECIPE

Title
COMPASS SA: CHANGING THE RECIPE 

Author
Thomas, A; Gordon-Brown, C; 

Pages
32 

Product Type
 

Reference #
303-218-1 

Teaching Note
not available 

Institute
Wits Business School, University of the Witwatersrand 

Setting
South Africa 

Year
2003 

Keywords
Organisational culture; Organisational design and development; Organisational change; Leadership; Learning organisation



Summary/
Abstract
In October 2002 contract food services group, Compass SA, was some way down the track in a process that aimed to transform the company into a learning organisation. Compass management had embarked on the process in the belief that it was only as a learning organisation that the group would be able to survive in the current, changing business environment and achieve the benchmark turnover and profit figures required by its UK parent, Compass plc. Compass plc had bought into the South African food services company, Kagiso Khulani Supervision Foodservices (KKS), in 1997 and required levels of performance from its new South African subsidiary that it had never before achieved - even at the height of KKS''s growth in the mid-1990s. Some progress had already been made in the transformation process, but Compass CEO, Andre Du Chenne, knew that the changes now needed to be embedded in the organisation as a whole and that the change process itself needed to be synchronised. The question was: how should this best be done? His aim in embarking on this change process was to move the company ''from good to great''. He badly wanted to succeed.

 

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