Eureka Case 30 min Undergrad

Change Readiness Survey

You are Núria Aldecoa-Mendizábal, 44, Chief People Officer at Aceituneras Andaluzas, an 850-employee olive-oil and table-olive cooperative-turned-firm based in Sevilla. Your CEO wants to consolidate four production sites into two. She has given you six weeks before the announcement to diagnose whether the firm can absorb it.

The situation

Aceituneras Andaluzas (AA) was founded in 1948 as a Sevillian cooperative; converted to S.A. in 2003; absorbed by a Spanish private-equity holder in 2019. Today: 850 employees, €172M revenue, four sites — Sevilla (HQ + bottling), Jaén (oil mill), Antequera (table-olive packing), Almería (export packing). The CEO, Soledad Vázquez-Lozano, has signed off on a footprint redesign: Antequera and Almería to close, work absorbed by Sevilla and Jaén, over 14 months. 230 affected employees including ~70 redundancies. Capex €18M; estimated annual savings €11M from year 2.

The Board hasn't approved yet — they want your readiness diagnosis. The firm has not done a major reorganisation in 22 years. Two of the four site directors will lose their sites. The works council is mixed (your CCOO rep at Antequera is a former mayor of the village); the Almería site is in a region with no comparable employer. You have a six-week window, three analyst days, and an existing all-staff engagement survey from January.

Your job in this case: run the readiness diagnosis (Lewin force-field + ADKAR readiness map), translate the data into a single recommendation to Soledad about whether to announce on schedule / delay / re-scope, and write the executive summary the Board will read first. The announcement window — based on Q3 operating plan and works-council calendar — closes in 38 days.

The decision

The recommendation to Soledad — and the Board

  • A · Announce on plan (week 5, on schedule)
  • B · Delay 3 weeks; deepen the readiness work
  • C · Re-scope the program — keep Almería open in reduced form

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