Extreme makeover (cultural change at Weyerhaeuser)

Citation

Huff, C. (2006), "Extreme makeover (cultural change at Weyerhaeuser)", Human Resource Management International Digest, Vol. 14 No. 7. https://doi.org/10.1108/hrmid.2006.04414gad.009

Extreme makeover (cultural change at Weyerhaeuser)

Extreme makeover (cultural change at Weyerhaeuser)

Huff C.Workforce Management, 8 May 2006, Vol. 85 No. 9, Start page: 1, No. of pages: 7

Purpose – Describes the cultural change that Weyerhaeuser, the US forest product firm, developed in its residential wood products division after the acquisition of five companies in the early 2000s, which meant that the division needed a new business model (and a new name – iLevel). Design/methodology/approach – Describes the process used to achieve the change and bring the companies together in a single structure. Describes the structure developed for the division and how it was put into place. Explains how its was communicated to employees and enthusiasm for it generated. Highlights the training programme that underpinned this. Findings – Argues that the introduction of the new organizational structure, culture and name has happened both quickly and smoothly thanks to the approach used. Originality/value – Profiles successful organizational change.ISSN: 1092-8332Reference: 35AP318

Keywords: Corporate image, Acquisitions and mergers, Organizational change, Organizational structures, United States of America