Case Study Dee & Company, one of the world's leading producere of agricultural, construction, forestry, and hef care equipment, has a rich history of dedicated employees, quality products, and oyal customers. When Robert W Lanean 18 year veteran of Deore, became Charman and CEO in August of 2000, however, economic and organizational problems ware threatening this tation. The company's oration exy decenated, and spread across adversity of products with highey cyclical business cycus. This meant that overal company profitability required constant viptance and compenson of g marges across products with an eye to reducing cyclical swings and is optimizing the whole business and not just a particular business unit. Moreover, Deere y demanding global business environment. With the support of a united senior team, Lane immediately created a plan to manage assets more efficiently, to make a new generation of products geared to emerging heving oroblems keeping bace with a rapidly changing wid market demands, and to reduce the fem's vuinerability to cyclical swings and uncertain agriculture and construction markets which together accounted for about 70% of Deere's sales To make the plan work of the next several montha, Lane made a number of related changes in the company's management and information systems, structure, and human resources practices. Deere's redesign effort started with a single powerful approach to measuring firm performance shareholder value added (SVA), which is net operating profe aher tasas minus cost of capital. Because this value-based matric is s easily understood and embraced by operating people throughout the im. SVA became the central tool for managing the company's business ettive, was Next Lane introduced an online performance management system to align goals and rewards with SVA. AB 18.000 salaried employees now had to develop goals that were explicitly linked to the fem's goals fpecie 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 system focused employee behaviors on the economics of the business and reinforced the need to continuously improve performance and raise 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. Question 1 (5 Grades) Deere & Company implemented a strategic change to develop the organization. (5 Grades) Deern & Company implemented a strategic change to develop the organization (10 grades) Sustaining the change for Deere & Company is an important step