Case Name :      Defence Research and Development Canada – Toronto (A): The Organizational Alignment Program

Authors :           Gerard Seijts, Helen Wojcinski

Source :             Ivey Publishing

Case ID :            W12595

Discipline :        Organizational Behavior

Case Length :    18 pages

Solution Sample availability : YES

Plagiarism : NO (100% Original work)

The world had changed as a result of the terrorist attacks on September 11, 2001. Canada was engaged in the Afghanistan War, and the first casualties were being felt. It was November 28, 2005, as Rene LaRose, the director general of Defence Research and Development Canada (DRDC) Toronto, sat in his office preparing for an all-staff briefing the following day. He knew that for his research institute to remain relevant and be a major contributor to the emerging needs of the Canadian Forces and national security in this rapidly changing landscape, a major transformation of his centre was required. The Canadian Forces was undergoing its own metamorphosis under its new Chief of Defence Staff, General Rick Hillier, and DRDC Toronto needed to be in synch with this development. LaRose had spent several years trying to convey the message that profound changes at DRDC Toronto were needed – changes that were as much cultural as they were structural. The sense of urgency was now acute with Canada at war, and DRDC Toronto was poised to embark on a major organizational alignment program.