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Case Assignment
For the Module 4 Case Assignment, you will use the Cycle of Change Model from Chapter 2 of Campbell (2014) to evaluate the organizational transformation process of a well-known company: Caterpillar, Incorporated.

Read the following from Bouchard (2014) The Caterpillar Way: Lessons in Leadership, Growth, and Shareholder Value, and the case study from Neilson and Pasternack (2005) about Caterpillar’s organizational transformation, titled The Cat that Came Back. As you read through these two sources, be sure that you carefully consider how the various steps in the Cycle of Change Model were employed by Caterpillar as it undertook its massive, yet immensely successful organizational transformation. Essentially, Caterpillar “wrote the book” on how significant organizational change should be successfully accomplished.

Campbell, H. (2014). Managing organizational change: A practical toolkit for leaders. [Books24x7 version]. Available in the Trident Online Library.

Bouchard, C. T., & Koch, J. V. (2014). The Caterpillar way: Lessons in leadership, growth, and shareholder value. [Books24x7 version]. Available in the Trident Online Library.

Neilson, G. L., & Pasternack, B. A. (2005). The cat that came back. Strategy+Business. Retrieved from

After reading the two Caterpillar sources, write a 5- to 6-page paper using 3 scholarly sources, and respond to the following:

Apply the Cycle of Change Model to the Caterpillar case study. That is,
Direct the change: Minimally, describe the process by which Caterpillar determined the nature and scope of the change needed. Did the organization explicitly state what the expected outcome(s) of the transformation would be? How well was the change articulated?
Drive the change: How was the company’s new vision made known? What was the process for “driving” and energizing people involved with and responsible for the organizational transformation?
Deliver the change: Describe the process by which Caterpillar delivered the change (e.g., project management).
Prepare for the change: Discuss Caterpillar’s change management process; how were the company’s people and culture prepared for such a massive transformation?
How was the change propagated throughout the organization?
What benefits/value did Caterpillar realize from the organizational transformation process? Were the outcomes consistent with the benefits that were contemplated at the outset of the planning process?
With the understanding that Caterpillar’s transformation was tremendously successful, provide your impressions concerning the extent to which Caterpillar adhered to the Cycle of Change Model.
Related to Item No. 2, what did Caterpillar do particularly well in terms of following the Cycle of Change Model sequence?
Conclude your paper by providing recommendations on what Caterpillar might have done differently to improve the organizational transformation.
The following source may also be helpful to you in the completion of the Case Assignment, as it provides very current background on Caterpillar:

Ibis World. Available in Additional Library Resources in the Trident Online Library.

Assignment Expectations
Your task for this assignment is to “map” the events you’ve read in the case study to the various steps in the Cycle of Change Model. Bear in mind that Caterpillar did not utilize the Cycle of Change Model as the “script” by which the company undertook the various steps of its organizational transformation. Therefore, you may not find that Caterpillar followed the Cycle of Change Model precisely, and in certain instances, you will likely be required to interpret how Caterpillar fulfilled some step(s) in the Cycle of Change Model sequence.
Your paper must be at least 5 pages (Excluding Title and References Pages) in length.
Be sure that you incorporate (3 scholarly) sources found on the Background page into your written analysis.
Be sure that you properly cite all sources used in your paper (APA Style) in-text and in your end referencing.Background
In Module 4, we will discuss the steps associated with organizational change:

Direct the change: The organization is focused toward a specific outcome or result; the nature of the change is clearly articulated and is universally agreed upon.
Drive the change: The vision is made known; the organization’s people are made aware—and begin to take ownership—of the change. Driving the change is the process of ensuring that the people who are responsible are energized (momentum is the operative word at this stage of change). A single individual (the “driver”) of the change is identified.
Deliver the change: The change transitions from a concept to a tangible plan. It is at this stage the Project Management begins; the right people, systems, and processes are identified and become involved in the change.
Prepare for the change: Prepare people; prepare the environment. This stage requires “Change Management” (management of change) and a “Change Manager.” The organization’s people must be receptive. Moreover, the environment is a key point of focus (that is, the organizational culture), as the culture must be consistent with the change.
Propagate the change: Disseminate the change; ensure that the change “sticks.” In the text Managing Organizational Change, Campbell (2014) states that the word “propagate” is the only word that “adequately implies the level of care and nurturing required to get a fragile change to stick to the extent that you need to sustainably deliver benefits (Section 4.5, para. 4).
Profit from the change: Realize the benefits (value) from successful change.
Required Reading
CBS News. (2017). Meet Bozoma Saint John: The woman tasked with fixing Uber’s image. Retrieved from

Clay, B. (2010). Six Characteristics of HighlyEffective Change Leaders. Retrieved from

Solon, O. (2017). Can Bozoma Saint John repair Uber’s troubled image? Retrieved from

Each of the foregoing stages of the change process are discussed in-depth in the Campbell (2014), Managing Organizational Change text. Read Sections 4.1 through 4.6:

Campbell, H. (2014). Managing organizational change: A practical toolkit for leaders. [Books24x7 version]. Available in the Trident Online Library.

Optional Reading
If you would like additional resources to help you in completion of the Case Assignment, please consider the following:

Cameron, E., & Green, M. (2012). Chapter 3: Organization change. In Making sense of change management: A complete guide to the models, tools and techniques of organizational change (3rd Ed.).


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