Broake shoes (Resistance to change)
Specification topic: Resistance to change
Case Study: All change at Broake shoes
Broake shoemakers was established in 1910 by four brothers, Henry, George, Albert and Jasper
Broake. Today, five generations and more than 100 years later, the Broake association with fine,
handmade shoes lives on. The business is still family owned and is run by fifth generation Broake,
Andrew.
Broake specialise in the production of handmade brogues, using only the highest quality materials.
Each pair of brogues takes around 10 weeks to make. The process involves 135 skilled craftsmen,
many of which have been with the business for over 20 years. Broake produce five different style of
brogue, but all of them are produced in exactly the same way, using traditional shoe making
methods. The shoemakers at Broake pride themselves on the fact that every pair of shoes is unique
and individual to the person who wears them.
Andrew Broake, whilst being a traditionalist, has suggested to his senior managers that the way the
business produces some of its shoes needs to change. Broake often struggles to meet demand
which at times, has resulted in the business not meeting delivery targets. This has led to some key
customers failing to place new orders, instead choosing alternative shoe suppliers which they claim
to be, ‘more reliable’. The cost of producing a Broake pair of brogues is also incredibly high. The
business is additionally suffering from increased competition in the marketplace, often losing out
to manufacturers that can produce high quality shoes at a fraction of the cost of a pair of Broakes.
Andrew wants to change the way that three styles of brogue are produced, introducing more
modern production techniques into the business. Andrew has argued that Broake should invest in
more technology in order to increase labour productivity, as well as implement some elements of
lean production and quality assurance. This would require a significant change in culture for the
business. Staff would need extensive training and also increased empowerment to take on more
responsibility.
Andrew has yet to address the employees directly about the change. Rumours however, are rife
within the business, with employees indicating to senior managers that they would resist any
change that was proposed. Three of the longest serving members of staff have been particular
vocal in their opposition. Morale within the business has dipped considerably and productivity has
decreased. Absenteeism has also started to rise, with many staff unhappy at what Andrew may
have in mind for the future of the business.
Exam-style questions
1. Analyse the reasons why employees at Broake might be resistant to change (12 marks)
2. Evaluate the best way for Broake to overcome resistance to change within the business
(20 marks)
© Tutor2u Limited 2016 www.tutor2u.net
Specification topic: Resistance to change
Case Study: All change at Broake shoes
Broake shoemakers was established in 1910 by four brothers, Henry, George, Albert and Jasper
Broake. Today, five generations and more than 100 years later, the Broake association with fine,
handmade shoes lives on. The business is still family owned and is run by fifth generation Broake,
Andrew.
Broake specialise in the production of handmade brogues, using only the highest quality materials.
Each pair of brogues takes around 10 weeks to make. The process involves 135 skilled craftsmen,
many of which have been with the business for over 20 years. Broake produce five different style of
brogue, but all of them are produced in exactly the same way, using traditional shoe making
methods. The shoemakers at Broake pride themselves on the fact that every pair of shoes is unique
and individual to the person who wears them.
Andrew Broake, whilst being a traditionalist, has suggested to his senior managers that the way the
business produces some of its shoes needs to change. Broake often struggles to meet demand
which at times, has resulted in the business not meeting delivery targets. This has led to some key
customers failing to place new orders, instead choosing alternative shoe suppliers which they claim
to be, ‘more reliable’. The cost of producing a Broake pair of brogues is also incredibly high. The
business is additionally suffering from increased competition in the marketplace, often losing out
to manufacturers that can produce high quality shoes at a fraction of the cost of a pair of Broakes.
Andrew wants to change the way that three styles of brogue are produced, introducing more
modern production techniques into the business. Andrew has argued that Broake should invest in
more technology in order to increase labour productivity, as well as implement some elements of
lean production and quality assurance. This would require a significant change in culture for the
business. Staff would need extensive training and also increased empowerment to take on more
responsibility.
Andrew has yet to address the employees directly about the change. Rumours however, are rife
within the business, with employees indicating to senior managers that they would resist any
change that was proposed. Three of the longest serving members of staff have been particular
vocal in their opposition. Morale within the business has dipped considerably and productivity has
decreased. Absenteeism has also started to rise, with many staff unhappy at what Andrew may
have in mind for the future of the business.
Exam-style questions
1. Analyse the reasons why employees at Broake might be resistant to change (12 marks)
2. Evaluate the best way for Broake to overcome resistance to change within the business
(20 marks)
© Tutor2u Limited 2016 www.tutor2u.net
