What was the objective of Super Sunday? Was the objective met?

The main objective of the Super Saturday was to organize a meeting for 60 top executives. The executives invited to the meeting event were presidents and vice presidents from the most important 9 regional divisions of the company. The key objective behind this meeting was to ensure agreement between these executives regarding the new purchasing function. Basically, the idea was to create a framework for a radically new culture (Charan, 2006). New selected CEO of the Home Depots was going to comprise 9 divisional purchasing offices. Some of these offices had different types of the agreement for pricing with suppliers. These 9 regional offices can be considered as 9 $5 billion companies. In such a situation, the rationale was clear and significant for the centralization of the purchasing office. The meeting was organized with the objective that these 9 regional purchase offices will accept the new idea of centralizing of purchase offices.

The new organization was going to unveiled to employees, suppliers, and media on Monday, therefore, there was not enough time for disagreement between these executives. Lack of time also contributed towards the accomplishment of the objectives set for this super Saturday. In the short period of time, executives conducted interviews and checked resumes to select candidates for the top positions of central purchasing office. The objectives of super Saturday were accomplished as executives successfully selected 20 most suitable candidates for top positions in the new function. Furthermore, objectives were met as they did all the tasks required for the new function in just a single day.

Question 2: How did Nardelli make change stick?

Nardelli made the change stick and sustained by integration with the organization. Nardelli tried his best to make this change stick by shifting the staff mix on the floor of sales from 30% part-time employees to the 50 percent part-time employees (Charan, 2006). The prime focus was not on cost-cutting strategies, in fact, I was to gain flexibility with the purpose to adjust coverage during the critical working hours in a day. Somehow, the customer's feedback was against this change. So Nardelli decided to make some changes in the plan. He abandoned this change in part-time employment and made a plan to correct this mistake by standing among employees. The result of this change increased job satisfaction. After the end of the five-day session, a number of employees and managers were praising the change made by the Nardelli for the betterment of the business operations. Continuous focusing and sticking on the change made it possible for the Nardelli to accomplish his objective of change

Question 3: What are some of the specific tactics that were employed to support the cultural change?

Several tactics were employed to support the cultural change in Home Depots. Changing and reshaping culture was not an easy task in Home Depots. Nardelli faced a number of the challenge to execute this change in the organization. Nardelli handled the challenge and managed the execution of change through the personal leadership missing encouragement with the ultimatum and fostering desired norms of the culture and employee’s behavior. He introduced policies under which accountability was ensured. According to this change, Nardelli himself was accountable for his behavior and policies. He utilized an array of tools particularly designed with the intention to initiate gradual changes in the company. To support cultural change data templates were arranged in which information was presented about foster collaboration and business review meetings. Other tools used to support cultural change were as: disciplined talent reviews, mapping of the HR process, employee task forces, store manager learning forums, strategic operating and resources planning, leadership development programs, and Monday morning conference calls. Moreover, metrics were also used for this cultural change.

References of Home Depot

Charan, R. (2006). Home Depot’s Blueprint for Culture Change. Harvard Business Review, 1-12.