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Systemic Change

In: Systemic Change Management

Author

Listed:
  • George L. Roth
  • Anthony J. DiBella

Abstract

It was 5 a.m. on March 15, 1998, at the start of the first shift when Dan Ariens, son of the chairman and great-grandson of the founder of Ariens Company, walked through the main factory greeting employees.1 Ariens is a mid-size manufacturer of outdoor power equipment for consumer and professional use, producing snow removal and lawn care products while employing over 1,000 people. Dan was taking over as president, and everyone knew him. He had grown up and gone to high school with most of the workers, labored on the production floor during his college vacations, and held several positions in management. Five years earlier, he had moved to Indiana to run the Stens company, a division of Ariens and an international supplier of parts for outdoor power equipment. While he was gone, the company had been through a series of changes led by a new president who brought with him a team of senior managers that aggressively ramped up production and dealer bookings. Unfortunately, Dan Ariens’ homecoming was not the story of an heir returning to take over a profitable, privately owned business.

Suggested Citation

  • George L. Roth & Anthony J. DiBella, 2015. "Systemic Change," Palgrave Macmillan Books, in: Systemic Change Management, chapter 0, pages 3-20, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-1-137-41202-7_1
    DOI: 10.1057/9781137412027_1
    as

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