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Marconi PLC The situation deals with two major transformational organisational changes that happen in a period of 5 years at Marconi PLC.. The first change process was under the direction of Lord Simpson who took this large diversified conglomerate in 1996 when the company was in a mature stage, already in decline. The business was under acting, had a rigid construction, lacked a clear vision and the employees had become change averse and complacent. To recharge the business Lord Simpson direct a change process with a clear vision with a growth oriented strategy, acquisition and also a cultural change process for the employees. To inspire the employers to embrace the cultural change he introduced an attractive stock option program. The change process started producing results until the "Dot Com Bust" hit the industry like a "tsunami". Like all other major players at the Industry Marconi plc confronted a dramatic down turn and over a matter of few months the company was hit with a crisis for survival in the peaks which it climbed as a consequence of the change process introduced by Lord Simpson. Lord Simpson and some of the major members of his team had to standown and Mark Parton took over the company in September 2001. His basic challenge was to introduce fresh transformational organisational modifications to conserve the company and turn it around back to profitability. The case deals with the initial phase of this change process where in the strategy was to divest noncore activities to generate the immediate requirement of money to decrease the debts and to restructure and downsize the company to decrease the losses. In resulting situation of high demoralization of employers, Mark Parton had to push forward the cultural changes introduced by Lord Simps...