West Liberty Foods, L.L.C. is a US meat processing company owned by the Iowa Turkey Growers Cooperative and formed in 1996[1] by a group of Iowa turkey growers,[2] and now owns four meat processing plants.[3] The company mainly produces products for customers to sell under their own brand names.[2] As of 2006, West liberty Foods was the 12th largest turkey company in the United States.[4]
Each plant, located in the three Iowa towns of West Liberty, Mount Pleasant, and Sigourney as well as Tremonton, Utah, focuses on specific aspects of the meat packing process. The West Liberty plant participates in the entire process by slaughtering animals, further processing meats into products, and packaging finished products, and the Sigourney plant focuses on the further processing step only, and the Mount Pleasant plant only packages finished product.
While West Liberty Foods has experienced growth and received industry recognition since its inception, it initially faced a difficult market for turkeys, and has experienced problems with labor discontent. Employees remain with the company for an average of nine years,[2] with more than 1500 employed.[5]

CEO

Terri Kelly
Chairman of the Board

Bob Gore
CFO

Paul Kaniefski

Strategy acceleration is most effective when a simple strategy is articulated in several specific and targeted goals which are understood and implemented throughout the organization by getting everyone on board so every employee understands the strategy and embraces and implements it at their level.

By bringing all aspects of the organization into alignment around the key strategies which will make the organization keenly competitive and allow it to prepare for and adapt to environmental changes, strategy acceleration achieves greater success in less time. Further, part of building organizational alignment is enhancing the change-readiness of the organization and equipping it to respond more rapidly and more effectively to future environmental and market changes.

A dangerous flaw in the thinking of many organizations in response to change is to turn their attention specifically and only to organizational structure. Their examination recognizes a problem and decides to preemptively re-organize the enterprise. As many organizations are now discovering, this is a mistake.

Regardless of the specific organizational structure of any enterprise most fit into a five-part model of the essential component parts: Organizational structure, technology, business processes, strategy, and people.

What every enterprise must consider when faced with change is that when any part of this model changes, you need to look at the other four and see how they have been affected. While you might need to respond to a sharp economic recession in your environment, and you must develop a strategy to respond to the recession, you must also analyze how your strategy affects the other components. This is the key to organizational alignment, when all of the components support each other and the strategy you are implementing.

Strategy acceleration ensures an optimal relationship among the five parts of the model - among the parts of your organization - to achieve the needed change and maintain effectiveness in a changing environment. It also positions the organization to respond quickly, efficiently and effectively to future market or environmental changes.
 
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