The Burmese Legume Company was very micromanaged. Employees were always left in the dark on what decisions were being made and the CEO did not let any employees know anything they didn’t need to. He made it clear that there was a lot of business that was being conducted that was better left unknown to the companies’ employees. After some legal struggles and pressure from other business leaders, the CEO of Burmese Legumes left the company. Naturally, a new CEO stepped in.  

          The new CEO came in and wanted to bring some change to how the company was being run. He even rebranded the company and renamed it back to its original name, Myanmar Legumes. However, there was not as much change as the company and its employees would have liked to see. Similar company policies were left in place, and many employees felt that there was no change at all. This bothered many, including the other companies that had just recently put pressure on the old CEO to resign. The new CEO seems fearful of involving the company’s employees in on important information. 

          This is not how a company should be run. It is unfair to the employees and the company will not be able to succeed without everyone being on the same page on company affairs. Whether it calls for a second change to the company’s CEO or an extreme change in new company policy, there are changes that need to be made. There is and likely will be more pressure from other companies on Myanmar Legumes to make these changes, and it is agreed upon by many of the bigger companies in the Legume market that there needs to be changes due to the treatment of many employees.