Create a performance analysis and objectives in context with divisional plans for General Motors in 2017. Performance analysis is done to estimate the degree of variation between the actual and the standard performance of an organization. Objectives with divisional plans involves setting up targets for every department so that they work in coherence with the organization.

C122 CASE 18 : GENERAL MOTORS IN 2017 "platforms" on which the firm has built its cars. A platform is the basic underpinnings of a vehicle, and building multiple vehicles on a single platform reduces development and production costs. In India, for example, GM has been producing seven car models using as many as six different underlying platforms, resulting in considerable inefficiencies. Executives admit that the firm has lagged behind its rivals and is only now trying to cut the number of platforms down to 14 by 2018, compared to 30 in 2010. It is also planning to cut down to 12 engine families and eventually just 10 , compared to 20 a few years ago. The firm has assigned engineers to work in car dealerships to learn more about what customers want and need in their cars and trucks. And it has encouraged everyone involved with the design of new vehicles to raise concerns during the development process and to take steps to hold back a new model in order to make changes to improve its chances of success. Since the hankruptcy, GiM has been trying to reduce their reliance on sales incentives to sell cars. At the same time, GM has also been attempting to rol: out new models laster by making changes to its cumbersome decision-making process. Under the old system, any Scarce: General Motors. product decisions would be reviewed by as maty as 70 cxcculives, oflen taking months for a decision to wind its way through a series of committees. The firm has reduced the number of executives overseeing a vehicle program and come up with a new system where all product decisions are made in a single weekly meeting that is run by the top management team. This has led to much faster decisions. Responding to Safety Concerns Even as Barra was working on making GM nore ellicient, GM executives decided that a recall of the 619,000 Cherrolet Cobalts and Pontiac ( 55 was necessary Questions were being raised about the delay of several ycars in recalling these vehicles in spits of knowledge of a faulty ignition switch that could cause these cars to shut off and disable the airbags. In 2004 , engineers had suggested a fix, but executives decided against it because of potential delays and cost overruns in production. GM finally decided to move only after the reports of accidents that had led to deaths and injuries could no longer be ignored. This was particularly embarrassing for the firm as GM had dcveloped the Cobalt to show that it was no longer cutting cornets and was capable of making competitive small cars. C126 CASE 18:: GEHERAL MOTORS N 2017