As a result, Dunkin' Donuts realized that it needed to manage more for intellectual contributions and insights from employees on how to better the many increasingly complex processes that went into running the global chain.

As a result of the increased competitive pressures on the company and the need to increase the speed at which they generated new drink, food and service ideas, the senior management team following Bill Rosenberg began focusing more on the will and instinct of workers over the use of extrinsic rewards. Instead of transactional leadership approaches that relied purely on extrinsic rewards, Dunkin' Donuts was evolving more in the direction of transformational leadership and a focus more on intrinsic rewards and task ownership. In conjunction with this shift in mindset was one that centered on increasing the quality of operations which led to many franchisees being let go due to not meeting the new minimum...
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