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Executive Summary
This is our final project on the subject of organization development and learning organization, this project is conducted by a group consisted of 4 SBM students from class of 2014. In executing this, we also study an organization learning on five disciplines, they are shared vision , team learning , systems thinking , personal mastery , and mental models . This project is a selection and analysis of the two companies. One of which is growing while the other is not, we are allowed to use profit or nonprofit companies in order that we can know and understand the differences, and provide some recommendations as explained in the subject of organization development learning and organization. It is hoped that recommendations we give can change the stagnant companies into the growing ones and do not get the term of maturity because of the ongoing stagnant. We as students can enter to the company world directly, applying the knowledge we get to be implemented in the companies we choose to analyze. In this project, we choose two companies covering Siete and Kitchen Potluck Caf . Through this project, we will also look into the factors of the company success key that are carried out by the growing company to be a recommendation for the stagnant one. The analysis process of the project uses two frameworks. We use McKinsey 7s and Key Success Factor from Donald Crestofel Lantu, Ph.D. as frameworks. We use McKinsey 7S to improve the companys performance. The McKinsey 7S is a popular model used in organizations to analyze the environment and to investigate the achievement of the company toward their own intended objectives The recommendation result that is in the form of designing intervention is hoped to be a new plan for one of the stagnant companies and to make it better in every way , especially in the company organization that impacts to the culture , values and the customers view about a company , and if it is looked through helicopters view, it has a good brand image .

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Chapter 1 Introduction
1.1 INTRODUCTION
Caf is a part of urban people lifestyles. Today, caf is a place not only to eat but also to do a lot of activities such to meet up with colleagues, to find a hotspot area for doing assignments, to spend the evening time, to have a formal meeting, or even to socialize with new people they barely meet. The aim of visiting caf has transformed because of the changes of lifestyle, especially to young generation. Several years ago, people go to caf only to get the food and beverages, but now, even that thing may not be the main reason of why people go to certain caf. There are a lot of more complex factors that influence people to go there including the ingredients of the dish, the branding of the cafe, the design interior, the class of society who often visits the cafe, and the marketing strategy that the caf uses to attract the customers. Each factor is related one another, however in this study, the author will only focus on the marketing strategy used to attract the customers. Since Bandung is well known for its culinary delight, several years ago there was phenomenon, which have caused the modern-designed caf to be a lifestyle cycle of young people in Bandung. This kind of caf usually targets the segments of young people, which have a potentially big-buying power and impulsive decision in behavior, make them the big and untouched markets for this kind of caf. Soon, the caf business bloomed into a big trend, which usually, one area is occupied by many cafs in each side of the way. We choose caf as our subject because we want to reach the closest market target that is ourselves, college students. Caf is the most frequent place that is visited by college students. The high demand of a cozy place to eat with friends while doing the paperwork and open until midnight are the concepts of

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many cafs nowadays. The faster Wi-Fi connection is, the better caf is. Another reason of why we choose caf is because therere a lot of cafs with similar concept in Bandung. We assume that it will be easier to identify the significant differences between the growing and the stagnant ones. We choose Siete caf and Potluck kitchen because we know the owner of both cafs, so its more feasible to get more details and reliable information. Siete and Potluck also have similar market targets and concept, those are college students. Both places are located nearby the big universities in Bandung, ITB and UNPAD. These two cafs are also the most frequent caf that we visit. The interesting thing is that the similar market targets are served with different ways, which make the customers have a lot of assumptions when they are compared.

1.2 Company Profile

1.2.1 Stagnant Company
POTLUCK Coffee Bar and Library was established in 2003 with a theme of a coffee bar that has a library and gallery, which is located in Jalan Teuku Umar Bandung. POTLUCK Coffee Bar offers a homey environment with various beverages and food with their market target is 70% University Student. POTLUCK Coffee Bar and Library is the first coffee shop in Bandung. POTLUCK Coffee Bar is a well-known place to hangout and often visited by celebrities. In 2007, Potluck moved to Jl. H Wasit because of the owners problem. The owners of Potluck are 3 men in friends and live in Jakarta because Potluck wasnt their main priority, Potluck was neglected slowly and the popularity decreased, for they couldnt be competed with others. In 2008, Potluck tried to change its theme to Potluck Kitchen and change the market target to fewer University students and broader market. They also changed the menu, from light bite to main menu in order to

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decrease the University Student customers. The University Students had bad habits, which only ordered one menu, but stayed for 5-8 hours that caused other customers didnt get any table. Unfortunately, the changing process didnt go well that caused unclear theme and decreasing sales. In 2010, the owner of Potluck Kitchen gave up and sold the restaurant. Decil Christianto, who was the loyal customer of Potluck Kitchen, didnt want his favorite hang out place to be over. He decided to buy Potluck Kitchen with 2 of his friends. In 2011, Potluck Kitchen is officially owned by Decil Christianto. He tried to rebrand Potluck Kitchen again by targeting more segmented market (music communities, specific profession). He made various events such as kid cooking class in order to attract the mother communities, acoustic music event that plays various genres of music, Bankers day, etc.

1.2.2 Growth Company

Siete was established on May 9th 2012 by six ITB students that graduated on 2011, most of them graduated from School of Business and Management. It all started with their similar passion in culinary and interest in making their own business, started by business plan that were submitted to investor that also graduated from ITB. Now from the total of six owners, currently two of them left Siete because of their personal issues. Open from 11.00 am-12.00 pm, special on Saturday night till 2.00 am. The theme and market target of Siete Caf are based on their experience of being university students. There used to be few places to work assignments until late, and there were no places to hold small scope of event. Because of that, they built Siete Caf targeting youth, especially university students and communities. They offer place to do activities and assignments, for the location is nearby some campuses such ITB, UNPAD, UNPAR, UNIKOM, ITHB that influence the Sietes concept. Since they used to be the students, they know that the campus only open till 11.00 pm, in contrast the students needs a more comfortable place to finish the assignments that are not as many as those today. The food served

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is western and Indonesian dish, which conforms to the market targets. The price is affordable because the youths become the market target. Their vision as well as mission is to be the best caf in Bandung. There have 40 employees, who are divided into service division and led by supervisor; there also have a captain, waiters, and host man. Kitchen division is led by head chef, then there have chef, cook de party, cook, dishwasher, bar division led by head barista, barista, bar helper, besides there have finance division that manages administration and fund (admin, purchasing, cashier). Marketing division is consist of university students, in the beginning they only hire ITB students but as time goes by they also helped by UNPAR and UNPAD students to get closer with market targets. For Structure of command, the owner is still the manager, for being involved directly. Division Heads reports to the management. Meeting with the management is held every week and the heads responsible for their own divisions. The structure of command comes from its head, crossed command must be approved by the heads. HRD activities; they play soccer together twice a week, while the heads go around the city for benchmarking. Having the trip once a year and eating together among the workers aim to tie the bonds of friendship. Siete is often held the events such Saturday night music, monthly jazz performances, and cooperative programs with campuses nearby. Strategy; focusing on the youth market target, Siete is trying to expand the market to various class of society but still the youth who becomes the priority. The marketing makes the corporation with radio station and the use of buzzer on twitter that is quite effective to raise sietes event and sales particularly. Social media, twitter, and sometimes several promotions and discounts for students and youths events. Siete is now renovating the furniture to adjust with family and executive market target. Siete used to be designed casually for the youths; it is now expanded to be more comfortable. Sometimes, the customers give their comments to evaluate the operational work method in Siete.

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The target of being the best caf in Bandung has not been come true, caf usually sustains in 2-3 years while Siete just runs a year. There are still many things to fix. Sales still goes up and down, the development of caf industry grows fast in Bandung and many competitive bars as well as lounges that influence sales rate.

1.3 RESEARCH OBJECTIVES

Research study about stagnant and growing organization has the following general and specific objectives: General Objectives: To determine what kind of intervention that is required to help the stagnant organization based on the problem they face and to analyze how growing organizations solve their problem. Specific Objectives: To identify the structure of organization between growing and stagnant organization. To identify the factors that makes the organization stagnant and growing. To compare the similarities and the differences between the stagnant and growing organizations.

1.3.1 Framework
In this project, we use Mc Kinsey 7s and Key Success Factor from Donald Crestofel Lantu, Ph.D. as framewoks. In order to find out how to improve the performance of a company, we use the McKinsey 7S as framework. The McKinsey 7S is a popular model used in organizations to analyze the environment and to investigate the achievement of the company toward their own intended objectives. The basic premise of the model is seven internal aspects of an organization that need to be aligned to be successful such as Strategy, Structure, System, Shared Values, Style, Staff and Skills.

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Strategy It refers to the intended sequence of actions taken by a company to achieve their goals and objectives. It deals with source of allocation and competitive inclusion, customers and the environment. In other words, this is the organizations alignment of resources and capabilities to win in its market. To get the strategies from both organizations, we could use questions such as What is your strategy? , How do you intend to achieve your objectives? , How do you deal with competitive pressure? , How can you deal with the changes of customer demands? , etc. Structure It refers to how the various business units are structured and how they communicate each other. A companys structure may be centralized or decentralized or may take many other forms depending on the companys culture and values. This includes roles, responsibilities and accountability relationships. Here are some questions to get this information: How is the team divided?, What is the hierarchy? , How do the team members organize and align themselves? , etc. System This is the business and technical structure that employees use on a day-to-day basis to accomplish their aims and goals. We could get the information by asking What are the main systems that run the organization? , What internal rules and processes does the team use to keep on track?, etc.

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Shared Values These are the core values of the company that connect with the other 6 factors. These are the fundamental ideas or guiding principles that lie on the foundation of businesses. The questions to get this information are What are the core values? , What is the team culture? , How strong are the values? , etc. Style This includes the core beliefs, norms and management style in the organization. We could ask about How participial is the management style? , How effective is the leadership? , etc.

Staff It refers to the number and type of employees in the organization. It is very important for an organization to manage their human capital to create competitive advantage. For this, we should ask What positions or specializations that are represented within the team? , What positions that need to be filled? , etc. Skills These define the core competency of the employees. The questions that need to be asked are What are the strongest skills re presented within the team? , Is there any skills gap? , etc.

For the key success, the factors will be viewed from 3 sides. Those are human capital, management system and capability, as well as entrepreneur.

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CHAPTER 2 Methodology
2.1 Data Instrument
In this project we use 3 research instruments to collect the data, those are: 1. Qualitative methods 2 . Quantitative methods 3 . Focus Group Discussion

2.1.1. Qualitative Methodology

Qualitative Methodology is a type of scientific research. In general terms, scientific research consists of an investigation that : Seeks answers to a question Systematically uses a predefined set of procedures to answer the question Collects evidence Produces findings that were not determined in advance Qualitative research shares these characteristics. Additionally, it seeks to understand the research problem given or topic from the perspectives of the local population it involves. Qualitative research is especially effective in culturally obtaining information about the values, opinions, behaviors, and social contexts of particular populations. The strength of qualitative research is to provide complex textual descriptions of how people experience a given research issue. It provides information about the "human " side of an issue such the contradictory behaviors (often), beliefs, opinions, emotions, and relationships of individuals. This kind of method is applied to the two owners of cafes we analyze, one of them is the owner of Siete Cafe, Muhammad Aji S. And the other is the owner of Potluck Cafe, Decil. We also hold an interview to several staffs from each cafe. The interviewees of Siete are Yahee as a past marketing staff and Tiffany as an apprentice. Besides, we interview an apprentice staff of Potluck

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named Sidney. We intentionally choose them to know the opinions of participants from different positions.

2.1.2. Quantitative methodology

We make a questionnaire with 52 respondents focused on the people who ever came and had activities at Siete and Potluck Kitchen Caf and mostly University Students. It aims to find out whether the values , the vision , and the culture managed by the internal team can be perceived by the external people or the customers of both cafes, and to know the values of each cafe according to the customers.

2.1.3. Focus Discussion Group

Focus group discussion is kind of sharing method only intended to the stagnant caffes so that we become easier to learn more deeply about the problem they face, the focus group discussion is conducted in 2 steps in Potluck Kitchen Caf. Step 1 : We try to observe more deeply by asking them to share because we love the library concept. Then library concept will become a topic that can make them tell about the problem of why the concept seems to be failed.The discussion runs comfortably just like a friend who wants to learn more.

Step 2 : Second step of Focus Group Discussion aims to provide recommendation about the Caf. The recommendation is created from the questionnaire and the results of this project .

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CHAPTER 3 RESULT
3.1 Interview Results
The result that we get from the interview from the question that we asked based on the 7s analysis are:

3.1.1 Sietes 7S
Strategy Siete always tries to give the best for their customer. They serve the affordable menu which meets the customers demand. Theres always menu rotation about three or four times a month. Now, Siete focuses on improving their facilities such as Internet connection, furniture, and the service to raise the customers allegiance. For the past few years, they had been receiving any inputs from the customer. Siete always adjusts with the latest trend in the culinary industry to cope with competitive pressure since the growth of cafes rapidly increases in Bandung. Structure The team is divided by its functional. There are services that consist of barista, chef and waiter, marketing, operation and finance staff. A chief and head of division manage all divisions. They use top-down system of command but allow the employees to give any suggestion on monthly meetings. If there is a business involving some divisions, to whom it concerns should meet the chief and wait on his/her approval so that they can conduct it.

System Siete uses top-down system; we can see that from their monthly meeting. Siete holds internal monthly meeting to get their employees keep on track, to share whats on their mind and the most important thing is to remind

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them about Sietes vision and mission. There are periodic control and briefing for every shift rolling. Every division also holds weekly meeting to arrange weekly goals. Marketing division is responsible for the sales, thats why almost at the end of every month, the BOD holds the meeting with the team to ensure that their performance reach the target. If theres any employee that breaks the rules, the management will give them reminder letter, or an oral warning if its only minor violation.

Shared Values Kinship is Sietes core value. They always arrange internal football games to strengthen their relationships so that the gap among all levels of position is removed. There are no implicit words about the kinship value; it just grows as the time goes by. The culture in Siete works flexibly. For example, there are no strict rules on how the waiter greets the customer. Siete wants to be the cozy and loose place to go to. This is due to the past guest inputs about how they dislike the formal service in Siete. The value has a strong impact, we can see from the atmosphere and the cooperation among the employees when we enter Siete. The flexible culture is also viewed by how the waiters treat the diverse type of customer differently.

Style The management often leads the activities and controls step by step. And all management involves in planning and decision making activities. The CEO of Siete is focusing on the technical and making a systematical system much more efficient compared to the first year of the business. He has a good time management. He also maintains a good relationship with all the employees and always stands for kinship values in every activity within Siete Caf. By this value, employees become more opened, besides he can get more point of view from employees as one of Sietes stakeholders.

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Staff There are few different specializations represented within the team. For marketing team, the management pays more attention on how to expose the restaurant, such as holding an event and getting more people to reserve place in Siete. They look for extrovert and open-minded people. They also should have an eager to learn something new and mobile through social and/or community. All the marketers should have a good personal branding, because if they dont, they cant sell their product. To be a head chef, will be judged by the quality of the food, the capability to count and manage the inventory, cost structure and leadership within other chefs. But it is not quite necessary to have skills for waiters; the management will analyze their curriculum vitae that shows the experience and attitude through interview. If he/she has good attitude but lack of experience, they will be placed on second position and they will promote to be waiter if he/she has constantly good performance. But the waiter has high turn over ratio, because the demand to be waiter is very high since there are 2-3 new cafs open every month and there are a lot of good opportunities for waiter. To become an administrator, he/she should have accounting basic. Skills These define the core competencies of the employees. The questions that need to be asked are What are the strongest skills represented within the team?, Are there any skill gaps?, etc. The strongest skill that Siete has is a capable, spry, and good communicator service team. There are skills gap among the employees. For the example, there is a waiter that has a good communication skill and there is typical spry one. In a rush hour, the former will be placed in back line, while the latter in the front line.

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3.1.2 Potlucks 7S

Strategy Potluck Caf always feels satisfied enough for everything they have done, so there is no change of strategies. Every year, The cafe seems to focus on the target community to introduce the product such holding the music events and making the concept of food order directly at the cashier. Uniquely, they dont serve Potluck daily menu in every big event. Only two menu served in the events is part of their strategy in the operational process .

Structure The team is strived to be able to handle two jobs. For barrista team, they serve not only as a cashier but also as a waitress , marketing team must be able to do financial job , Only operation and chef teams that work by themselves . For the first division, the men should be able to make some drinks ( barrista ) , serve as a cashier and as a waitress while women should be able to serve as a cashier and as a waitress. Second Division is divided into headchef, chef , cook helper , third division consists of marketing and finance , fourth division covers operational of cleaning service and operational of budgeting . Since there are only 4 teams in Potluck Kitchen, the coordination becomes easier so they often have full team meeting and not just the responsible men meeting. However, in urgent situation, the responsible ones will be a liaison between the team with the CEO as well as among the teams. A number of team members are 22 people.

System They create a fun system that is not so stiff. Regular meetings is held once a month, but only the responsible men who participate in weekly meeting. They come by turns every week, so its not like the common system but its like the CEO with the team. Unclear system causes them not to have future targets for better achievement because it is enough for them.

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Shared Values The Values of Potluck Kitchen expecting all internal and external shareholder to feel is My Kind of life, they think that only the internal ones who feel positive. This is because the strategies they plan. One of them is reservation system that should be a plus value because of out of the box system. Actually, the system turns out to be a problem for the customers who feel uncomfortable and untreated. That is why the CEO is not 100 % sure that positive they want to share is felt by all shareholders.

Style A team consisted of friends and family makes the management seems doesnt well structured, they too relaxed in managing marketing activities, and other works. They didnt pay attention to the trend in food and cafe in Bandung, they didn;t make any survey wether their customer wants new menu or not. On the other side, they work without any pressure so the employee feel fun . This style makes them become a solid team, proved by the fact that Potluck has been standing for almost 10 years. Potluck also has a style, it is not like other cafes, which give discounts to the founder and CEO, and the discount only reduces the value of the product. The caf has repeated order customer , when they like the menu , they will come back again, so do not come back for discount but for the quality .

Staff For the selection of the staff until now, most of the team are the early team worked in this caf, besides friends and family of founder and CEO of Potluck are the majority team, so they will know the passion had each other. The cafe has the same standard each year, so there is no skill needed in the beginning of performance because there will be training.The thing is that they must like the environment and the system. Finance and marketing divisions consist of family and close friends of the founder .

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Skills Since each division used to do multiple jobs, so it doesnt matter when a person didnt come to work because other person can do the job. So, the front liner team means cashier as well as waitress at the same time.

3.2 Questionnaire Result

Jenis Kelamin
0
Perempuan

Usia
4 48
15-25 tahun

25

27

Laki-Laki

26-35 tahun
>35 tahun

Chart 2.2.1 From 52 respondents, 27 respondents are female and the other 25 are male

Chart 2.2.2 - 48 out of 52 respondents age is between 15-25 years old 4 8 Chart 2.2.3 45 out of 52 respondents are university students o r a n g d a r i 5 2 r e s p o n d e n k a m

Pekerjaan
0 4 3 45
Mahasiswa Pegawai Wiraswasta Lainnya

We give our questionnaire mostly to university students because it is both of Siete and Potluck target market. We choose specific university student that often spent their time in Caf like Siete and Potluck. We want to find out whether they know about the strategy that used by both of the caf and their opinion about both of the caf.

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Menu Lebih Variatif

14 38
Siete Potluck Chart 2.2.4 According to 38 respondents, Siete has a more variant menu than Potluck

We ask the respondents to give a score from 1(Worst) to 5 (Very Good) for the facilities in both of the caf, the quality of menu and the service. From the result we can compare between Siete and Potluck performance based on the customer point of view. Here are the results that we get from the questionnaire.

Fasilitas
35 30 25 20 15 10 5 0 0 1 1 7 9 20 21 31

Siete
11 3

Chart 2.2.5 The respondents score for the facilities in Siete and Potluck.

Potluck

For the facilities that given by Siete and Potluck, 11 respondents gave Siete the highest score, which is 5, and the average score is 4. For Potluck, there are 3 respondents that gave the highest score and the average score is 3.3462

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Kualitas Menu
30 25 20 15 10 5 0 1 2 3 4 5 1 1 8 3 7 3 18 24 23 16

Siete Potluck

Chart 2.2.6 The respondents score for the menu quality in Siete and Potluck

The quality of menu that offered in Siete and Potluck, 7 respondents gave 5 for Siete and the average score is 3.6154. For Potluck, there are 3 respondents that gave 5 with the average score of 3.2308

Pelayanan
30 25 20 15 10 5 0 1 2 3 4 5 1 3 4 1 24 19 14 9 7 22

Siete Potluck

Chart 2.2.7 The respondents score for the service in Siete and Potluck

For the service in Siete, 9 respondents gave a score of 5 and 22 respondents gave a score of 4, the average score is 3.7115. For Potluck, 7 respondents gave a score of 5 and 24 respondents gave 3, the average score is 3.3462

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Apakah anda mengetahui Siete mempunyai member card?

Chart 2.2.8 Respondents answer about Siete Member Card

28

24

Ya
Tidak

Siete launch their member card to attract more customer, almost half our respondents (24 respondents) knows about the member cards and some of them own it. The other respondents said that they often eat in Siete but didnt know that Siete has a member card.

Apa anda mengetahui twitter Potluck?

10
Ya Chart 2.2.9 - Most of the respondents didnt know that Potluck has a twitter account Tidak

42

One of Potluck marketing tools to attract customer is by using Twitter, we want to find out whether their customer and target market, which is university student, knows about their Twitter. The result is most of our respondent, 42 out of 52, didnt know that Potluck has a twitter.

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Apakah anda menyadari sistem pemesanan Potluck yang on the spot di kasir?

Chart 2.2.10 - The respondents awareness of the ordering system in Potluck

21 31

Ya Tidak

Potluck has a unique and different ordering system from Siete. Usually when you want to order in a caf, you call the waitress and they will take your order, but in Potluck If a person wants to order, they have to come to the cashier and place the order. We want to find out whether their target markets know about this system. The result shows that 31 respondents know about this system while the other 21 didnt know that they have to go to the cashier to order.

Apakah anda mengetahui bahwa Potluck Cafe merupakan Coffee Bar Pertama di Bandung? 5
Ya Tidak

Chart 2.2.11 The respondent answer for the question whether they acknowledge that Potluck was the first coffee bar in Bandung

47

Potluck was the first coffee bar in Bandung that was very famous in the 2003, but unfortunately most of their target market didnt acknowledge this information. 47 out of 52 respondents said that they didnt know that Potluck

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was the first coffee bar in Bandung. Actually Potluck could use this as their marketing strategy.

Nilai Overall Siete

30 25 20 15 10 5 0 25 18 30 25 20 15 10 5 0

Nilai Overall Potluck

14 2 5 6 7 8 9

10 10

12

0 1

0 2

1
3

0 4

0 5

3 6 7 8

5 0 9 10

1
1

1
2

1
3

1
4

0 10

Chart 2.2.11 & Chart 2.2.12 Overall score that given by the respondent for both Siete and Potluck

For the final question, we ask the respondents to give overall score for Siete and Potluck. For Siete, most of the respondents gave an overall score of 8 and the average overall score is 7.538. For Potluck, 14 respondents gave 8 of the overall score and the average score is 6.4231. This score give us information which caf is more preferable for the respondents between Siete and Potluck.

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Chapter 4 Interpretation and Discussion

Type
Human Capital

Potluck Kitchen
All human capital dimensions have skills, but motivation decreases because of different vision and mision. For example: some staffs have sustain mindset and not the growing one, so there are different mindsets among them.

Siete Caf
Balanced dimension of human capital because the knowledges and skills owned by the staffs, management, team, and owner are balanced with their motivation and passion. For example: from BOD side, all owners of Siete have the same passion. They want to build hangout place for university students. Siete owner consists of some people is divided into several divisions based on their knowledges and skills. PAOC Siete can be seen from weekly meeting that must be attended by BOD and there is evaluation for all staff. They make planning for the next a week and evaluate the last planning that has been conducted. Opportunity : Finding the opportunity of student market targets that need a place to finish the assignments. Most cafes around ITB and UNPAD sell alcohol, and other kind of strong drinks

Management System and Capability

Potluck always makes future planning. However, since the main team consists of family member, they cant continue to the next step (organizing, actuating and controlling). There is no similar mision.

Entrepreneurship

Opportunity: First Caf in Dipati Ukur area (nearly few campuses) Having the specific market target. Finding the students needs toward the foreign books that are difficult

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to get, and opening a library contained foreign books that can be borrowed by public.

that causes the customers reluctant to spend their time there. There is strategic location. Innovation : Getting rebranding product every six month. New product available every six month. Always completing the facilities for the customers, for example: member card, breakfast time, delivery service in Ramadhan Holy month, making coorporation with Sharee Id Organization to facilitate the customers.

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Chapter 5 Recommendations & Implications

From our interview with the owner of Potluck Kitchen, they are lacking on the organization structure, and company shared-value. From 4 types of intervention we think that strategic intervention is the most suitable intervention to their major problems.

In potluck they do not have strategy that motivates them to develop their system to generate more sales. Because they tend to satisfied enough with the result without extra effort. We think that for this intervention there should be one person who motivates the changes within the organization. This person should have good leadership skill to create an environment which people accept the need for change and motivate them. The second activity in leading and managing change involve creating vision of what members want the organization to look like or become which Potluck doesnt have. Generally, a vision describes the shared value of the company and is relatively stable over time. Shared values are what support the vision, shape the culture and reflect what the company values. Culture can be summed up by the phrase 'the way things are done here.' Culture shows itself in different patterns of behavior and different ways of responding to the various stakeholder groups. Potluck does not have those cultures, shared values and vision. Potluck, which has been in caf business for about 10 years, doesnt have any shared value up until now. Whereas, shared value is the core of the company that connect with the other 6 factors (skills, staff, system, structure, strategy, and style). Its the guiding principles that lie on the foundation of businesses.

Establishing strong shared-values provides both internal and external advantages to the company:

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o Shared-values help companies in the decision-making processes. For example, if one of your core values is to stand behind the quality of your products, any products not reaching the satisfactory standard are automatically eliminated. o Shared-values educate clients and potential customers about what the company is about and clarify the identity of the company. Especially in this competitive world, having a set of specific shared-values that speak to the public is definitely a competitive advantage. o Shared-values are becoming primary recruiting and retention tools. With the ease of researching companies, job seekers are doing their homework on the identities of the companies they are applying for and weighing whether or not these companies hold the values that the job seekers consider as important. Now the big question is: How to find the companys shared -values? In Jim Collins article, Aligning Action and Values, he discussed that organizations shared-values cannot be set; you can discover them. Many companies make the mistake of picking shared-values out of thin air and trying to fit them into their organization. So how do you discover these shared-values? Collins developed an exercise he called the Mars Group Exercise. The following list reveals the steps leading to finding what the core values of your company are: o Select 5-7 people who have a gut-level understanding of your sharedvalues, are distinguished as the highest performers, and are well respected by their peers and management team. Why gut-level? Shared-values are predisposed to your employees. You cannot install the core values into people. These 5-7 people become your Mars group. o Ask the Mars group to list what they think the core values of the organization are. Then ask them the subsequent questions relating to each of the shared-values they have chosen:

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Are the core values that you hold to be fundamental regardless of whether or not they are awarded? If you woke up tomorrow morning with enough money to retire for the rest of your life, would you continue to hold on to these sharedvalues?

Can you envision these values being as valid 100 years from now as they are today? Would you want the organization to continue to hold these values, even if at some point, they became a competitive disadvantage? If you were to start a new organization tomorrow in a different line of work, would you build the shared-values into the new organization regardless of its activities?

The last three questions are crucial because they help to make a crucial distinction between shared-values and strategies shared-values are fixed regardless of the time and factors, internal as well as external, affecting the organization, while strategies and practices should be changing all the time. If the answers are yes for each of the shared-values chosen, then you have yourself what constitute the identity of your organization.

A great organization has strong shared-values that shared to all components in the organization. To be able to share those values to all components, they need to have a clear hierarchy of the organization. Every division needs their leader to share the value. With the clear hierarchy, all of the employee can also have clear chain of command, what to do, who to ask or who to report to. With this new system, they will no longer have a double task and can be more focused on their specialty that leads to performance improvement. It will be better if in the future Potluck Kitchen have functional structure such as marketing, operation, human resource, and finance that led by an expertise from each division.

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Organizational structure is used to develop how groups and individuals are arranged or departmentalized to help meet an organization's goals. It defines a reporting structure, jobs, compensation and responsibilities for each role. Designing an organizational structure requires consideration of an organization's values, financial and business goals. It should allow for growth for the organization and the ability to add additional jobs or departments.

These are the steps required for Potluck Kitchen to develop their organization structure:

Step 1 Define division or departments. Each division should have similar goals and responsibilities that can be overseen and directed by one or several managers. The division or departments will then align to assist in creating an appropriate organizational structure.

Step 2 Determine which type of organizational structure best fits Potlucks business needs. The several types of organizational structure ensure an organization can successfully function with its reporting structure, expand if necessary and successfully meet its goals.

Step 3 Define the executive and management teams. Executives and managers are responsible for ensuring each business unit meets the organization's shared value. This may include one or several top executives to oversee the entire organization and managers to direct each business unit within the organizational structure. The organization may require one supervisor to oversee all operations, or several supervisors to direct each business unit, ultimately reporting to a top executive or owner.

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Step 4 Establish performance metrics and compensation. When the

organizational structure is determined, job descriptions can be clearly defined and where each job fits in the hierarchy. Each job description should reflect the competencies required to do the job and the expectations of each job to meet the organization's goals. After each job within the structure is defined, compensation should be defined based on the responsibilities of each job.

After the structure has been created, they still have to maintain and develop the structure as changes within Potluck itself. With this intervention, we feel that Potluck will have a better performance and increase in sales. Moreover, the shared-value will helps Potluck kitchen resolve their upcoming problems and obstacle.

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