Please help!!

1. The case states, "Janie knew a new language was instrumental in creating a new mindset" (p. 2). What did she mean by this? Have you found this to be true in your own experience? If so, how or how not?

When answering the questions, please provide specific, actionable steps that the individuals should take and incorporate specific details from the case and concepts from the power points and textbook in order to support your answers.

PERFORMANCE DEVEI.OPMENT AT GE: SHAPING A FIT-FOR-PURPOSE. PERFORMANCE MANAGEMENT SYSTEM (A) Rranarh Awoviave Shit Mes Janice Semper, formact Culture Trandformation Leader at GE, was Husng propont shat now provering the fordsack from the latest Fast Warks prlot session. Ooe wher al nywronise of starting cooclusion wab starting to become evident: GF's existing clans durwaion nurter thon to companics, might no longer be fit for GE's new direction. thastrave nither clowtive or inclivaiv tuniliag of a She recalled a recest conversation with a GE manager, who echoed this honingu simation Janice, wt thick. FarWerts is a prat initiative. It gives w the tools in be agile, firt Ale and cowemer centric. Howrver, under the EMSS, we're jad sot incentivired so une it. As one of the founders of Fast Warks and worething about sia? FautWorks was a GE program initiated in 2013. By combining various tools and mrthods scilured predominantly by start-ups, the goal of FastWorks was so introdace skill scts and procesves that would enable GE to be more customet centric. Ican and agle. A key part of the FastWorks process was for project teams to repeatedly cngage with customen, creale bypodvess and empirically test assumptions in rapid iterations to determise shether to pernevere with an cxisting idea of pivet in a ncw direction. The EMS was an employee performance review system based on an annual sycle. Goals were set by the employee and hivber direct supervisor at the beginting of the year, and the cmployee's performance was evaluatod at year-end againat the objectives they had agreed on. Janice recalled the common coocern of some FastWorks pilot project participante: T'm gives indridal goals and objectives at the begnning of the year. As I apply the Fas'W ads matbodalogy, Fm achally leaming throuch wonc of the tens that I'm invalidating wome of my original assumptions and 1 shodd he proving Ycc I am aof going to do that because at the end of the year T= being held wo thene prior objectives. This is a hat yow'te beiling me acceentuble for! It was becoming incrcauingly clear that the EMS no longer suited the fouter and more agle GE. But what abould the acw protocol be like, and how should larice's team go about designing it? GE's Eanployee Managrament Sytem The EMS had been an inteyral part of GE since 1976. ft followod s yrar-loeg cyele in which employees lised their year's poals at the bepinning of the year asd sutmitiod a self-amenment ogainut these nojectives at year-end. Macagers wowld then follow op with their appraitals and hold one-on-one performance discwisions with employees. Ratings fell into three categories "Developonent neoded," "consittently meets expectations" and "exceeds expectations," Overall, the yearend review process could take ap to three moeche, ending in March. Fmployees who wanted aditional fendhack could auk their manogers for an optinnal unmonilored mid-year revicw; The EMS captured various elements includisg the employee's accomplishrnents, strengths, developmeat needs, carver interests and development plan. In addition to performance measuremenis, employees also rated themselves and were in tum arpraised by their managers on GE Growth Valocs. The GE Growth Valoes encompassed the saceess factors expocted of All empleyers: Frternal Forw, Char Thinder, Imagination 4 Cownger, fechuviners and Eycrtise. They were only crytalined in 2005 affer two years of intemal focus group reviews examining GE 's core valucs, succesuful leadership approsches, and the Growth Values" compatibelity with GE's future growth strategy. The performance and Geowth Values ratinga were then combined in a nine-block matrix, which was used to determine the enployee's everall rating and alwe as a bais for GE's. savccuion and promotion planning. An employec could fall in any of the five categorics of Chsatiforsory. Driviopmernt Nendint, Sorone Contritutor, Frcellow, and the coveted rating. Role Moalrl. In past years, the EMS had served GE well. In the 1990 s, usier CEO Jack Weich, GE's focus had been en the relentiess purseit of operational efficiency. It was a time when low-cost competitons from emerging countries were on the nise. To compete, GE became process focuied, adferieg to Six Sigma to inplement cost reductions, quality control and erecution. Thas emphasis on processes carried over to human resources aed performance management. as well 'The EMS was a structured process that recondod cmployees" goals and objectives, measured cmployees against these objectives, and rewarded them based os their achievements. It also standardired ways of compariag employees across the firm. By the carly 2010 , however, with a new buainess caviroement and GE's ncw direction ander CEO Jefr tmunclt, the EMS was showing sigas of being arwieldy and slow. With the launch of FaurWorks in 2013, the flaw in the EMS were no honger inconveniences but had become potential roadtocks to Fasal'orls' adoption. FastWorks: 1 Farce for Intermal Disruption In 2001 Jeff Immelt took over the reins as CEO of GE. Facieg a besincsu mvironment characterized by protectionis policies, alow growth and cantinaous disryption froeh Was to transform GE - one of the oldest companies in the United States with roots in various traditional businesses - into a digital industrial company. To reach this goal, GE needed to be simpler, faster, more agile and innovative, One crucial step in this direction was the FastWorks program. In 2013GE introduced FastWorks in various pilot programs throughout the company Fast Works was built upon principles and methodologics advocated by entrepreneur and author Eric Ries in his book The Lean Starmp. Applying various tools and processes utilized predominantly by start-ups, such as validated learning. small batch testing, and pivot or persevere, FastWorks introduced skill sets and methods that enabled the large industrial conglomerate to be more customer centric, lean and agile. A central part of the FastWorks methodology was build-measure-learn, which advocated repeatedly engaging with customers and then, through rapid product iterations, determining whether to persevere with the existing idea or pivot in a new direction. Janice understood the frustrations of the FastWorks pilot participants. Under the EMS, cmployees were rewarded when they achicved the goals they set out at the beginning of the year; the EMS did not take into account cases where these objectives changed. Given the annual cyele of the EMS, it was difficult to shif objectives during the year. FastWorks, despite its potential to shape GE into an agile and innovative company, was advocating a way of working that was not rewarded by the current performance management system. So, what was the incentive for employees to follow the Fast Works methodology? Janice and her team knew the importance of having a performance management system that was properly aligned with the principles of FastWorks and rewarded cmployees accordingly. The question was: How should her team redesign GE's new performance management protocol to achicve this goal