Sergio Marchionne became the CEO of a drowning organization in 2009. Marchionne discovered that Chrysler were losing marginal profits when he learned that Peter Fong was doubling the the rebates to satisfy customers and sale cars. Mr. Marchionne had to do what was necessary in order to prevent the organization from going bankrupt. Marchionne needed to make drastic measures in order to change the organization’s culture and send a message to its team that changes will need to be made. Marchionne had to fire Mr. Fong. Mr. Marchionne realized that basic assumptions needed to change. Marchionne hired a new team that would fit the newly developed organization’s culture for Chrysler. He interviewed the existing team and selected those suitable for the new culture he created. Those members that remained were promoted from junior management. He also hired new members to become managers. Mr Marchionne was serious about financial stability and implementing new standards that would make for a profitable organization.
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Marchionne changed the observable artifacts. He wanted to maintain close communication with all his business team. He selected selected an office in the engineering department instead of the executive towers. This allowing him to be visual to his management staff. He also advanced technology and held theses meetings digitally so that the other managers across the country, can participate. He provided training to the managers, to be passed on to their employees and increase knowledge and
Marchionne changed the observable artifacts. He wanted to maintain close communication with all his business team. He selected selected an office in the engineering department instead of the executive towers. This allowing him to be visual to his management staff. He also advanced technology and held theses meetings digitally so that the other managers across the country, can participate. He provided training to the managers, to be passed on to their employees and increase knowledge and