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Case Study

Domino’s Pizza: “Change is good”

By Daniel R. Denison and Colleen Lief

14 pages

October 2008

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Reference: IMD-3-1839

Domino’s CEO, David Brandon had long ago broken the mold made by Domino’s founder, Tom Monaghan, in his previous 39 years of leadership. While both men had succeeded where others had failed, the two men were significantly different. Monaghan was a quiet, conservative man who had grown up in an orphanage and built a global enterprise from nothing who decided to sell Domino’s in order to devote his time and fortune to charitable and religious activities. A people-person by nature, Brandon called on many of the lessons from his childhood during his management career that started at P&G and went on to Valassis Communications, a direct marketing company. Brandon was most proud of Valassis being repeatedly named one of the 100 Best Places to Work by Fortune magazine. In 1999, Monaghan sold Domino’s to Wall Street investment bank, Bain Capital, which named Brandon CEO. How would an organization used to a more founder-driven brand of management thrive under an energetic, people-centric, team-oriented leader who would turn the world upside down? Brandon had an answer in one phrase: “Change is good.”

Learning Objective

To examine how core strengths of an organization may be retained while areas for improvement are identified and pursued; To assess how a strong leader can implement a change program, not as a personal agenda item but with a team approach; To discuss how to effectively manage those who are within our field of influence but outside of formal reporting channels.

Keywords

Corporate Culture, Change Strategy

Settings

World/global, United States of America
1960-2008

Type

Field Research

Available Languages

English

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