Question 34 is paints Case Study Deere & Company one of the world's leading producers of agricultural, construction, forestry, and surf care equipment, has a rich history of dedicated employees, quity products, and yel customers. When Robert W Lane, an 18-year veteran of Deere, became Chairman and CEO in August of 2000, however, economic and organizational protiems were threatening this tradition. The company's operations were capital intensive extremely decentralized, and spread across adiversity of products with highly cyclos products with an eye to reducing cyclical swings and to optimizing the whole business and not just a particular business unit. Moreover, Deere was having problems keeping place with usiness cycles. This meant that overal company profitability required constant vigan profi margins ONG demanding global business environment with the support of a unified senior team, Lane immediately created a plan t idy changing market demands, and to reduce the firm's vulnerability to cyclical swings and uncertain agriculture and construction markets which together accounted for about 70% manage assets more efficiently. producte geared v next several months, Lane made a number of related changes in the company's management and information systems, structure, and human resources practices Deere's redes Owere's seles powerful approach to measuring fem performance shareholder value added (SVA), which is net operating profit after tases minus cost of capital. Because this started with easily understood and embraced by operating people throughout the firm SVA became the central 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 explicitly linked to the Sims goss Spec 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 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 raise SVA rewards 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. stion 2 (10 grades) MacBook Pro E 3 S 0 6 14 f 8 7 SUREMBL.**] Case Study Deern & Comp Lane a 16-year extreme mers. Than Ruben products with obal busess avinament With the support a united market demands, and to reduce the firm's world's leading producers of ag Der becam auction, forestry, and surf care statelory Thuan an to August of 2000, howey dedalt segayes, y products and and spread across adversity of products with high omic and organizational protams were in this ad reducing cyclical tycal business cycles. This means that over optimizing the whole business and Matty required particular tisiness un Morsiver, Deare was having prota ately created a phan t next several months Lane made a number of related changes nerability to cyclical swings and more oferty. and construction markets which together and fr powerful approach to measur company's management and information systems, structure, and human resource formance shareholder value added (SVA), which easily understood and embraced by operating people throughout toperating profit after taxes minus cost of capital Because firm SVA became the central 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 explety ked s SVA targets were set for each product line at various points in the business cycle High expectations for improvements in operating performance were bed directly to progress on meeting those objectives. The simplicity and consistency SVA growth wers set and widely communicated. Then, performance and raise SVA this system focused employee behaviors on sconomics of the business and intorced the need to grows Spec Finally, Lane made significant changes in Deere's talent mix to better meet the higher performance standards and the increasing demands of global compon Question 1 (5 Grades) Deere & Company implemented a strategic change to develop the organization Question 2 (10 grades) Sustaining the change for Deere & Company is an important step. for the toolbar, press ALT F10 (PC) or ALT+FN+F10 (Mac) BIVS I X Paragraph Arial Question 34 10pt 111 MacBook Pro 7 Question 22 Case Study Deere & Company one of the world's leading producers of agricultural, combruction, forestry, and that care equipment, has a rich history of dedicated employees, quality products and loyal customers Wherdt1&orofor ocame Chlaaman and CEO anAungunt of 2000, horevnt thconeneed oranationaBecalcninga highly yicalbunikness cycs Tho mcart thatova cupay operations were capital intensive, extremely decentralized, and spread across adiversity of products w vigilance and coof potmhsducetodocking oyaahd to opending the wfeoke tuniness and nof st particular bnineeMa having problems keeping pace with a rapidly changing and demanding global business evement. With the support of a united senior tnam, Lane immediately created a plan to manage assets more afcintly makeorolachgearedmand to redecef Hueratino cpchicaland nurtain agricutu and curcind together accounted for about 70% of Deere's sales To make the plan mondo, Lane made a member of related changes in the company's management and information nystems, structure, and human resources practices Deere's redesign effort started with a simple yet powerfd approach to measuring fem performance shareholder value added (VA), which is not ratineffrincotDoramio unduran enfraced Bry operating proople became the conbal tool for managing the company's business work over the next several TVA Next Lane introduced online performance management system to algn goals and rewards with SVA AB 18.000 salaried employees now had to develop goals that were picy lekod to the n'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 systems focused employee behaviors on the economics of the business and reinforced the need to continuously improve performance and rane 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 Qunstion 1 (5 Grades) Deere & Company implemented a strategic change to develop the organization and reinforced the need to continuously improve penior Finally, Lane made significant changes in Deere's talent mix to better meet the higher performance st Question 1 (5 Grades) Deere & Company implemented a strategic change to develop the organization. Question 2 (10 grades) Sustaining the change for Deere & Company is an important step. For the toolbar, press ALT+F10 (PC) or ALT+FN+F10 (Mac). BIUS Paragraph v Arial V 10pt >