please help

answer the two questions

Q1: deere & company implemented a strategic change to develop the organization.

Q2: sustaining the change for deere & company is an important step.

Sud Compration Matu Case Study Deere & Company, one of the world's leading producers of agricultural, construction, forestry and turf care equipment, has a rich history of dedicated employees, quality products, and loyal c When Robert W. Lane, an 15-your veteran of Deere, became Chairman and CEO in August of 2000, however, economic and organizational problems were threatening this tradition. The company's operations were capital intensive extremely decentralized, and spead across adiversity of products with highly cyclical business cycles. This meant that overall company profitability required constant vigilance and comparison of prot margins across products with an eye to reducing cyclical swings and to optimizing the whole business and not just a particular business unit. Moreover. Deore was having problems keeping pace with a rapidly changing and demanding global business environment With the support of a unified senior team, Lane immediately created a plan to manage its moce officiently to make a new generation of products geared to emerging market demands, and to reduce the firm's vulnerability to cyclical swings and uncertain agriculture and construction markets which together accounted for about 70% of Deere's sales To make the plan work over the next several months, Lane made a number of related changes in the company's management and nation systems, structure, and human resources practices. Deere's redesign effort started with a simple yet powerhd approach to measuring Sem performance shareholder value added (VA), which is operating profit after taxes minus cost of capital Because this value-based metric is straightforward and intuitive, was easily understood and embraced by operating people throughout the SVA became the contral tool for managing the company's business Next, Lane introduced an online performance management system to align goals and rewards with SVA All 18.000 salaried employees now had to develop goals that were explicity linked to the firm's goals Specific SVA targets were set for each product line at various points in the business cycle High expectations for improvements in operating performance and SVA growth were set and widely communicated Then, rewards were tied directly to progress on meeting those objectives. The simplicity and consistency of this system focused employee behaviors on the economics of the business and reinforced the need to continuously improve performance and a SVA Finally, Lane made significant changes in Deere's talent mix to better meet the higher performance standards and the increasing demands of global competition Question 1 (5 Grades) Deere & Company implemented a strategic change to develop the organization Question 2 (10 grades) Sustaining the change for Deore & Company is an important step For the toolbar, press ALT+F10 (PC) or ALT+FN+F10(Mac) *** 5 I EM 20 X0 TUS B V Paragraph Arial 10pt >