The return of Cadillac to Detroit raises a much bigger question

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Cadillac first moved to Manhattan to give the iconic brand greater autonomy over GM, as well as to surround its employees with luxury car buyers to better understand customer behavior. Unfortunately, the move has created isolation. Cadillac office workers in New York still relied on residents of Detroit for branding and pricing decisions. Communication suffered Inefficiencies have arisen.

Steve Carlisle, senior vice president and president of Cadillac at GM, says the luxury car maker is returning to Detroit with the goal of "removing inefficiencies in the communication process between the Cadillac team and GM's partners." But just getting people to work closer does not always work without a constant communication rate. Remember the reminder of IBM remote workers? Their idea was similar but it was based on a wrong theory. The real challenge for Cadillac to move from Manhattan to Detroit was at the crossroads of identity and culture.

Research shows that when employees' long-standing beliefs about "distinct" organizational attributes of history are challenged, they also begin to question the identity of their company as a whole. This can lead to turnover because people start thinking about themselves ("Who am I? I if the company I was working for is no longer the same? ").

OOrganizational identity is generally formed in two ways: meaning and meaning. Employees are given through their institution, feel images, symbols or artifacts that claim that "it is what we are". These "things" then influence the people who are supposed to be and what they are supposed to value. However, when employees must make meaning, they reach such conclusions by themselves and thus create a common understanding. Both are derivatives of corporate culture, but this is exactly what Alexandra Michel, researcher and world leader and business coach, was saying in our interview when she explained how Uncertainty in organizational culture enhances performance.

The problem lies in the fact that there is a discrepancy between the perception of a company and its operation, which leads to inconsistencies between managers and employees (and investors, in fact), which challenge integrity. of the brand. This does not mean that change does not occur or should not happen. After all, a lack of adaptation is a failure to bear. However, with every effort of organizational change, there is a myriad of competing forces all competing for "pole position" – to be the most urgent priority. There is simply too much to list in one article, so I will highlight one: the conflict between external challenges and external claims.

External challenges refer to the environment in which Cadillac competes, including competitors, market fluctuations, technology, and industry trends. A changing external environment influences the company's internal environment (behaviors, operations, values, cash), which in turn challenges the company's culture. Take the announcement of Cadillac's move from Manhattan to Detroit and the automaker's claim to be a luxury brand. "Luxury" is defined differently in Detroit than in Manhattan, challenging Cadillac's "luxury brand" (sorry, Detroit). If the Cadillac identity is no longer valid, then a big question for the company becomes "who are we?"

Despite being owned by GM, Cadillac has gone to great lengths to create a distinct brand. Let's see how he is received.

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Cadillac first moved to Manhattan to give the iconic brand greater autonomy over GM, as well as to surround its employees with luxury car buyers to better understand customer behavior. Unfortunately, the move has created isolation. Cadillac office workers in New York still relied on residents of Detroit for branding and pricing decisions. Communication suffered Inefficiencies have arisen.

Steve Carlisle, senior vice president and president of Cadillac at GM, says the luxury car maker is returning to Detroit with the goal of "removing inefficiencies in the communication process between the Cadillac team and GM's partners." But just getting people to work closer does not always work without a constant communication rate. Remember the reminder of IBM remote workers? Their idea was similar but it was based on a wrong theory. The real challenge for Cadillac to move from Manhattan to Detroit was at the crossroads of identity and culture.

Research shows that when employees' long-standing beliefs about "distinct" organizational attributes of history are challenged, they also begin to question the identity of their company as a whole. This can lead to turnover because people start thinking about themselves ("Who am I? I if the company I was working for is no longer the same? ").

OOrganizational identity is generally formed in two ways: meaning and meaning. Employees are given through their institution, feel images, symbols or artifacts that claim that "it is what we are". These "things" then influence the people who are supposed to be and what they are supposed to value. However, when employees must make meaning, they reach such conclusions by themselves and thus create a common understanding. Both are derivatives of corporate culture, but this is exactly what Alexandra Michel, researcher and world leader and business coach, was saying in our interview when she explained how Uncertainty in organizational culture enhances performance.

The problem lies in the fact that there is a discrepancy between the perception of a company and its operation, which leads to inconsistencies between managers and employees (and investors, in fact), which challenge integrity. of the brand. This does not mean that change does not occur or should not happen. After all, a lack of adaptation is a failure to bear. However, with every effort of organizational change, there is a myriad of competing forces all competing for "pole position" – to be the most urgent priority. There is simply too much to list in one article, so I will highlight one: the conflict between external challenges and external claims.

External challenges refer to the environment in which Cadillac competes, including competitors, market fluctuations, technology, and industry trends. A changing external environment influences the company's internal environment (behaviors, operations, values, cash), which in turn challenges the company's culture. Take the announcement of Cadillac's move from Manhattan to Detroit and the automaker's claim to be a luxury brand. "Luxury" is defined differently in Detroit than in Manhattan, challenging Cadillac's "luxury brand" (sorry, Detroit). If the Cadillac identity is no longer valid, then a big question for the company becomes "who are we?"

Despite being owned by GM, Cadillac has gone to great lengths to create a distinct brand. Let's see how he is received.