Please Slove the 3 step problem solving approch.

Fard Motor Company revolutiontzed the auto matufac- saving propis ten wears earlier, but Hackelf wanted to furing industry more than 100 yeds ago with the intis- injke the point that old approaches only continue to Iian of the assembiy line, buit lately the company is woik if the past end future were identical. The space struggling to temain atsoctive to investors. Ford has on the wan became dedicesed to drawing. mapoing. expedenced costy recolls and lost hundredi of minions and digremming oot ford's strategy for competing in of dollars from its international businesses in terent, its new resity. 74 year5. IRNew tarifis onsteel and auminum have eaten Hackett favors collaboretion aver traditional topup $ ' billion of Ford's profits, and Moodly's has down dowi iranagement Mafry of his efrorts to change the graded the comptiyys credit roting to one Muel above cultuse inside Foed's corporto opfices have conterned. "junk" status. fly the tal of 2018 ford's stock prico hat a atound renovitg hierarchies to generate creaske disinching doset to delfvering odi row technologies ke. Hicketh itunched "Team Ed sen" to focus cxclusively fully autonomicus and connectod automotbles, bhd on electric whicles. The cross functionai team occuFord needs to teimwent itself to have ary clibnte of sur. pits an opten sove inside one of Ford's former Detrest viving. let aisne thiting in ks ropidy shifting cotroets tactories and according to aractor Darren Faliver. tive erivitoninene. Eut con a masske. entrenthed, knew that to socceed they needed to "be wiling to 116-year oid coirgany chenpe rueif? Executve Chais challonge every truth and kvery process we hed man Gili Ford believes it can, and in Moy 2017 he developed over the course of aur careers." Hackatt brought on CEO James Hackett lo mike it bhpeny thas encooreged the team to goncrate ideds fromt anulHackett plenined to dresticily altet the way Ford bple whopeintw. Accarding to Paimer, "On any givon opterated. 131 specifically. he warced to change fodd day you kan find yourseit s sting next to sormeocet culture to one that was more opsn-minded, cieatwe, wotking to market our electric vehiclos, someone end solaptabin 90 that it would be betier equipped to looking at tho proft potertial of our electric vehicles. respond to rmpidly shitting market demands. tif Stake- orbe on a coitee break whth someone invotved in aur haiders had high expectations lor Hockel's abiny to chatging itrategy 's. delivor in the two dectudes he spent as CEO of steet. case, inci-an otrice furniture company Hackett was. a strong propenent of "design thinking. This FRUSTRATIONS WITH HACKETT approach to probiem sohving focuses on the By mid-2013, Approvimately one year after Hackiett customer-what goes threugh their minds and how. tock-ovec, Ford's profits were down around $1 binen. they experience a product.'12 At Sledcase. Heckott's. Key stekeholders were growing increasingly ataveus toums of cocibiopists, anthopelogists, and technol. and lepovent with the hact they stit diain' understarid ody experts used design thinking to transtom the oracty what was going on or how Haketh planned to coimpany from a cublcie designer to a trailblazer ia change the congany 100 today's open, collaborathe workspaces. iat Hackett. Analysts began criticizing Hincketh for tailing to articwas hired to bilng design thinking to Ford, overteuf ulate a compeling vision for eractiy where he planned its culture, and teinvent the approach the automaker to thwo Ford. Morg wn Stanley binalyat Adam Jonss nald Hacked made some notceobie changes right away of unstiuctured" compared to Fords industry comperiHe reduced the number or peopie roporting directly to tors. One fournalist said Hackett used Fuzzy teirmis him from 18:10.8 and decreased the frequency of more cotmon to urbenists and businesspeopley und meetings with them to allow them more time tor cre- taking with him can feel like taking a college philosop otive thinking and decision making. He hired 28 -yebr- phy seminat after o fow bang tigs. 1+9 lssues valkh aid Clare Eraum as his chief of stalf, calling hef a Hackelt's communication were present inside the reverse mentor whowould help him understand how company as wecl, where executives were often caining tepple under 30 were thinking. Hackett also made upon Braun, Hackett's chiel of stall to translate Hackaves by removing a plaque that cominemorated for- ett's diagrams and cryptic messages ahter meetings. 7at er CEO Alan Mulbily': "One Ford" pian. Mulatly's plan Ford denlership owners olso exptessed concerns d Deen credited weh repairing Fords culture and about communications from corporate headquarters Jack Madden, ownet of a Ford dealership in Norwood, industry leadet, which he sees as particularty important Massachusets, said "There's been a lot less exposure in Ford's situation. Ford's competiors are no longer to senior management... There's just not enough limited to other auto manufacturers and now include information flowing down to dealers about where the Silicon Valley. Hackett thinks Fords best shot is to start company's headed." -4az thinking like a tech start-up, saying. "Corporations tend One thing Hackett did make clear was that reorga- to reward action over thinking ... But the truth is... nizing and reinventing Ford would require that the you'll find the companies that didn't do the deep think: company become leanet in both its product otferings ing and acted quickly have to redo things." and its workforce. Hackett moved quickly and expicitly Hackett acknowledges that it has been diticult fos to slash Ford's unprofftable vehicles and ventures. He this executive team to adjust to him and his penchant announced in early 2018 that the company would dis: for design thinking, but he belitves they are starting to continue five of its sedans to focus on SUVs and see the method to his madness.: . One member of his trucks. (4) Ford also announced in 2019 that it was team said recently that they believe "Pcople will fook closing its oldest factory in Brazil and pulling out of its back in a few years and say. 17 understand now: +isz South American commercial truck business. 14 Hackett has been less transparent on how and when he plans. to trim Ford's workforce. Whie the need for some job APPLY THE 3-STEP PROBLEMcuts within Ford is not disputed, the manner in which SOLVING APPROACH TO OB Hackett has communicated about the impending lay: atls has been heavily scrutinized. Experts believe that STEP 1: Define the problem. vegue statements about tayoifs, along with a lang process, have the potentia to negatively impact employee morale. Employees may feel undue stress and begin lob searching and underperforming if they worry about sosing theis jobs..16s A. Look first at the Outcomes box of the Organizing Framework in Figure 14.8 to help identify the important problem(s) in this case. Remember that a problem is a 90p between a desired and a current state, State your problem as a gap, and be sure to consider problems at all three levels. H more than one desired outcome 15 not being IS FORD TURNING A CORNER? _ accomplished, decide which one is most imporFord reported first quarter eamings in 2019 that far out. tant and focus on it for steps 2 and 3. paced investors' expectations. 14l Around the same time. Hockett gave what some felt was his mest straightforwaed statement to dote. He told analysts that Ford's two previous CEOs had allowed the compary's costs to incrementally increase so much that the compary had to. as one article put it, "stop the bleeding before it. could start showing gains from herculean efforts to turn' the company around. Hacket reported that by the end of 2018, the company had finally been able to put a 3. Cases have protagonists (key players), and prob. stop to the spending and level of structural expenses. A Start by looking at Figure 14.8 to identify which Hacket soid the company woild be able to move much person factors, if any, are most likely causes to: more quickly to deliver new products to the market now the detined problem. For each cause, ask your: that this problem had been solved. Ford has seif, Why is this a couse of the problem? Asking announced it will make substantial investments in elec- Why multiple times is more likely to lead you to tric wehicles, and Hackett recently told CNBC that drk- root couses of the problem. ers should expect a "big surpriso" on the hocizon.' Still, it's ikkely that Hackett will continue to mystify B. Follow the same process for the situation factors. Ford's stakeholders. In an industry looking for a savior C. Now considet the Processes box shown in with a clear, concise plan of action, Hackett operates more like a coach. He favors using things like. TED Figure 14.8. Consider concepts Iisted at all three and organic solutions from his people, rather than levels. For any concept that might be a cause, thanding down personal dictotes. 49 Hackett's quirky ask yourself, Why is this a cause? Again, do this style is closer to that of a tech CEO than an auto. D. To check the accuracy or appropriateness of the. causes, map them onto the defined problem. PART 3 Prganizational Processes: problem. Consider recommendations for solving the solve it, or dissoive it (see you want to resolve it, B. You may find potential solutions in the OB in mendation issolve it (see Section 1.5). Which recom-_ Cction boxes and Applying OB boxes within thi A. These features provide insights into A. Given the couses identiede and feasible? What other individuals or companles are doing in A. Given the causes identified in Step 2, what are your best recommendations? Use the content in Chapter 14 or one of the earlier chapters to pro. relationship to the topic at hand. pose a solution. C. Create an action plan for implementing your recommendations