Why did GM Fail to Capitalize on the Successful Changes it implemented at NUMMI? Despite having sufficient managerial evidence and strategy about improving the quality of their cars and achieving its organizational goals, GM did not capitalize on the changes it implemented at NUMMI because its leadership, corporate culture, and strategy were not conducive. The

Question: How was the desired change identified? What was the reason for the change? Answer: Change in organization refers to the overall process of changing strategies, procedures, technologies and culture within an organization by the organizational leaders or management in order to a chieve desired goals or objectives (Tidd, & Bessant,2018). A change usually impacts

Strategic planning is the management of organizational resources to achieve a goal. A strategic plan is a document that communicates the organizations' goals and actions for achieving the desired outcome (Allison & Kaye 1). Strategic planning determines the organizations’ direction through prioritized efforts to achieve objectives. To accomplish desired results, organizational employees and stakeholders work

I will prefer the ISO 31000 to be used over the PM2 because the PM2 has complicated and complex steps, which are time consuming, compared to the PM2 model. ISO 31000 is superior compared to the PM2 in the sense that it focuses on the mitigation at the risk level rather than the PM2, which

Overview of the organization Hans Demant founded Oticon Holdings in 1904. The motivation behind the formation of his company came from the fact that his wife had a hearing impairment. After his return from the United States, he brought his wife one of the very first hearing aids. Shortly after, people started asking him to