Please study the case WeaveTech: High$-$Performance Change. Harvard Case Study.

Major Changes in the $1980$s When Jack Davidson, a retired U$.$S$.$ Navy rear admiral, became CEO in $1983,$ the future of the privately held company looked bleak. The recession of $19811982$ had been severe. Further, the U$.$S$.$ apparel industry had been on a downward trajectory for two decades$\mathrm{.}3$Davidson had left the service looking for a new challenge in the private sector. He believed that Johnson$-$Ware could capitalize on recent increases in military spending because of its expertise in apparel manufacturing. He created a two$-$pronged survival strategy. The first prong stressed value$-$driven design $($i$.$e$.,$ the idea that the right price was not often the lowest price$).$ He felt that customers would pay a $$fair$$ price for garments crafted to meet specific performance demands. To meet this goal, he invested in both the high$-$tech machines and the management systems required to produce garments from advanced materials.The second prong of his strategy was $$procurement mastery.$$ Davidson believed selling to the U$.$S$.$ Department of Defense required a technique he dubbed $$right process$/$right people, right people$/$right process.$$ His point was that success in sales required both technical mastery of the complex federal procurement process and the cultivation of personal relationships. He viewed all selling as $$personal$$ because it involved one person interacting with another person, face to face. He created the Federal Services Unit, informally known as $$D$-$Corps,$$ and focused on hiring service veterans throughout the firm.

$1.$ Attempt a critique of Jack Davidson$$s changes in the $1980$s

$2.$ Using your knowledge of Change Management, do you think Ron Gilford$$s change plans were well$-$timed? Do you expect it to achieve the desired result?

$3.$ If you were Jennings, what would you present to Ron Gilford on Monday morning? What forces would you need to consider as you draft your recommendation?

$4.$ How does a high$-$performing organisation change in order to continue to be successful in a changing market condition?