Professional Documents
Culture Documents
6514 Case 1 - Leadership, Cultural and Performance Change at MeatPack
6514 Case 1 - Leadership, Cultural and Performance Change at MeatPack
6514 Case 1 - Leadership, Cultural and Performance Change at MeatPack
MEATPACK
BY WILLIAM S. HARVEY, UNIVERSITY OF EXETER, UK
Context
MeatPack is a family-owned food-processing business based in Sydney, Australia. The
company, which has over 27 years’ experience in meat products, fresh soups and prepared
meals, has processing plants in New South Wales and Queensland. Its customers are the
major retail chains and food-service companies in Australia and abroad. MeatPack is led by
the founder and CEO, Derek Bison, who is the fourth generation of his family to work in the
meat industry. In 2013, the company was performing well, with group sales of over AUD$300
million. One of the strategic goals MeatPack set in 2002 was to become a 1 billion dollar
company by 2020. However, in order to meet these targets, the company is currently dealing
with two major sets of changes: senior leadership changes and cultural and performance
changes.
1. Should Bison be taking a more hands-off or a more hands-on approach to the business?
2. How far has the senior leadership change been effective?
3. To what extent has MeatPack’s flatter structure helped create cultural and performance
change?
Sources: V. Harnish, Mastering the Rockefeller Habits. What You Must Do to Increase the
Value of Your Growing Firm (Ashburn, Virginia: Gazelles, 2002); Human Synergistics
International, ‘Our Measurement Model—The Circumplex’ (2010), www.human-
synergistics.com.au/TransformingCultureAndLeadership/Circumplex.aspx, accessed 17
February 2015; J. P. Kotter, ‘What Leaders Really Do’, Harvard Business Review 79, no. 11
(2001): 85–98; R. Stayer, ‘How I Learned to Let My Workers Lead’, Harvard Business Review
(November 1990): 66–83.