Browning's first priority is to address the old values ​​and culture that have begun to deteriorate the company's success, while maintaining the core principles that will lead to future success. His second priority is to address the lack of proper management and strategy in White Cap's marketing department. His final priority addresses the lack of managerial competence in White Cap's human resources department. One of White Cap's biggest problems is the strong ties to tradition and culture begun with Bob White and continued by Art Lawson (White Cap executive office). Bob White's management style was multi-layered, formal and restrictive. White Cap's traditional family-run operations have made the company inflexible. The rigidity of Bob White's management style not only decreased cross-communication, but also left White Cap insensitive to changing market conditions. These long-standing traditions have caused secondary problems by creating tougher management that has barriers to change. With an evolving market, where the introduction of plastic containers has decreased shipments of traditional glass and metal containers, White Cap is losing market share due to a lack of innovation. From 1974 to 1984, the amount of plastic food bottles shipped skyrocketed from 260 million to 900 million. The changing market, combined with White Cap management's reluctance to change, Browning must decide how to restructure White Cap management to prevent the company from