Page 46 - Tyrrells Flip Teaching Guide

Transformation – Skills

Transformation of Tyrrells Chips from an idea to a living

organisation is not an easy task. In the first instance survival

was an overriding consideration. This was rapidly followed

by the drive towards stabilisation, and then a drive to

sustainable growth. Initially, Chase was successful but, with

growth comes organisational change.

Mind sets have to be changed, culture shaped and adapted
and new measures and procedures put in place all of which

needs to be driven from the top.

Where initially Chase needed to develop his key people and

having the right people and expertise in the right place at

the right time proved more difficult particularly as the

company grew. As demands increased and the necessity for

professional management became more obvious Milner

was drafted in to carry the company forward.

Contacts

Contacts for Tyrrells were crucial. Chase knew the supply

side of the business but on the distribution side he sought

to build up his network of outlets based on his ethos and

value chain.

Relationships: Stakeholders

Stakeholders exert a tremendous influence over an

organisation. In the case of Tyrrells Chips, it was forced to
distribute shareholding in the company to Langholm Capital

in exchange for funds to grow. The effect of this was to
dilute Chase’s managerial power and freedom of action.