The purpose of this paper is to describe how whisky company Glenmorangie improved quality awareness following its takeover by luxury‐goods firm Louis Vuitton Moet Hennessy.
The paper details the consequences for the workforce of Glenmorangie's move from selling primarily to retailers and focusing mainly on compliance, to targeting premium bars, clubs and hotels, which called for products of uncompromising quality and visual perfection.
The paper reports that operators now have increased confidence in their authority and competence and understand that they have the authority and responsibility to stop the production line if they suspect that the product does not meet the highest standards. Quality is now recognized as the No. 1 priority throughout the business.
The paper highlights the key role employee support in achieving culture change.
The paper provides a structured approach to the process of building effective learning interventions based on a clear understanding of the need to change.
