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In a recent leadership team meeting, George Kasey, the CEO ofKasey Food, a Canadian chain of meat production, raised concernsthat business is slow due to the lack of focus on innovation. WhileKasey Food had been very successful in marketing their products inthe past, it is currently seeing a decline in sales. George K. hadpreviously challenged his leadership team to come up withinnovative ideas to drive continued success, but results have notyet improved. The chain suffers especially because of theunexpected rise in demand for vegan food. Therefore George K.started looking for a potential business partner to expedite thecompany's involvement in vegan products. In addition to thepossibility of acquiring knowledge and skills around vegannutrition, Kasey Food is evaluating a merger with an innovativecompany that is based in Southern America. This would also providean opportunity to (at least partially) transfer production to saveon costs and to secure access to the continent's market afterPandemic. Concerning this possible merger, the business developmentmanager has already started looking into potential legal issues. Asa next step, the business development manager worked on an analysisto identify where the company currently stands and what it wants toachieve in a new combined postmerger organization. Based on thefindings, a decision was made to limit potential merger partners tocompanies that have similar target customers, i.e. a focus onretailers and restaurants, to build a sustainable combined businessmodel. However, the company cultures of potential partnersinvestigated could not be more different. Kasey Food’s employeesbenefit from long-term employment, working in a highlyprocess-driven and structured environment. In contrast, the staffof companies that are rising stars in the vegan food space areusually very young teams, living in a company culture that isdriven by flat hierarchies, pragmatism, and fast pace. While GeorgeK. is close to deciding regarding the merger, managers arereporting that morale amongst workers is declining. Employees aresensing upcoming changes but have not been informed officially.Therefore, many rumors exist, and a general anxiety is building up.George K. has now requested his Chief Operating Officer to developa communication plan within the next seven days.
Answer these questions based on the case study
4. Create a draft of communication plan for Kasey food’s CEO anddescribe which audiences must be addressed with which message atwhat stage.
5. Propose a cross-functional task force and describe themember’s roles and responsibilities. a. Which change managerprofile, according to the 6 images model of change management,would be your most effective partner in leading the operationalteams through this change? Justify your choice