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1 - Was there a burning platform for Novaplast? If yes, what was it, if no what is the case for change without it?
In my opinion there was no burning platform for Novaplast. Nypro was not facing a “crisis” situation in operations nor financials. On the contrary, it was vary stable: the fifth largest custom injection molder in the world and the largest non-automotive molder, sales met targets and profits averaged 17% of sales in an industry with just 4% average, the company followed a decentralized strategy of developing superior technology that fostered internal competition and focused on large-scale molding jobs, thus was able to capitalize on its current market by being innovative and achieving strong alliances with its customer base. Nypro’s scope for innovation was in process, not product. However, recently the company has been dealing with a shifting basis for competition where competitors have been able to improve their processes to levels that were adequate for the vast majority of the present customers. In addition, the new changing market is focusing not only on quality and innovation but it’s also demanding speed and shorter lead times. For example, Nypro has to short the delivery time in order to capture and maintain business. Novaplast can address these emerging threats and can also open a new market opportunity for low-volume, high-mix, quick turnaround business.
2 - What could Lankton have done to motivate adoption of the new technology?
Lankton can start by creating a sense of urgency for the new change within the organization. He can send repeated messages about the need for change through every communication and educational channel available. As ...