Change Management and Innovative Culture Lockheed Martin is a company that is on the leading edge of change management and has an innovative culture. The company takes concepts that are nearly impossible and turns them into a reality. Lockheed Martin’s Sharon Watts believes strongly in what she calls “the innovation shout-out.” “You don’t just innovate on Tuesdays,” Watts said. “Innovation just happens. You need to be in an environment where you can go run and tell somebody your idea ("Lockheed Martin: Innovating Culture | Trajectory Magazine," 2017)”. Watts is the new vice president of the Geovison line of business. She is aligning that department to meet the needs of the customers. The top priorities are to make decisions that will provide …show more content…
It is broken down into operating units that cover extensive business arenas. The first unit is Aeronautics which produced 20.1 billion in sales for 2017 and deals with tactical aircraft, airlift, and aeronautical research and development. The next unit is Missile and Fire Control and brought in 7.2 billion in sales for 2017 and included the Terminal High Altitude Area Defense and the PAC 3 Missiles Systems. The third unit is the Rotary and Mission Systems which includes Sikorsky and commercial helicopters, and naval systems produced 14.2 billion for the company in 2017. Lastly the fourth unit which is the Space operating unit made 9.5 billion in the areas of space launch, commercial satellites, government satellites, and strategic …show more content…
It is an environment that fosters teamwork, team building, communication, and innovation in the company’s workforce. The businesses focus is to protect its employees and their lives by creating an atmosphere that increases productivity, while reducing costs, and lessening the environmental impact that the organization has on the surrounding communities. The company strives to enhance its employees work environments because it fosters higher productivity, innovative ideas, and focuses on teamwork while continuing to promote a successful business organization that can provide the products, technologies, and quality manufacturing of assets to the countries that it supports with its
On the issue how to link his idea to his organization or business, Kerr simply collected and gained quick feedback and recommendation about how to present or make use of the idea or creativity to his sixty-five top executives in GE; he would assessed and examined his idea with his top management team first before link it to GE (Davenport et al). Davenport, Prusak & Wilson (2003) analyzed and claimed that getting instant comment or criticism is very critical and vital for a idea, as Kerr in his interview argued: “Gaining quick feedback and translating it into action and results is what advocating ideas is all about” (p. 207). In strategic planning, management must measure or evaluate the courses of idea and creativity or development and expansion to ensure they obtain the best and maximum returns from platforms (Davenport). In ideas and organizational management, feedback, criticism and suggestion not only could turn or develop into the guidance, objective and direction or target and focus of innova...
“Aims to improve the lives and protect the rights and conditions of working people. We have to be inventive, looking to do new things, in new ways, with passion, with energy and with creativity.”
Lockheed Martin is an organization that heavily relies on its defense contracts in order to generate revenue. In 2005, 95% of Lockheed Martin’s revenue came from the US Department of Defense, other US Federal government agencies and foreign military customers (Defense News, 2007). Lockheed Martin earns this revenue by winning government contracts. As previously noted, Lockheed Martin has a large customer base with the US Department of Defense. The company is the largest provider of IT services, systems integration, and training to the government (Lockheed Martin, 2008). Other customers that provide revenue for Lockheed Martin are international governments and some commercial sales of products and services (Lockheed Martin, 2008).
...ly financial and strategic improvements, but also provides a system to bring the organization together as they seek for one true goal that cannot be accomplished without the WHOLE organization actively participating.
Presently, Ms. Hewson is the President and CEO of Lockheed Martin. She chairs the Sandia Corporation board of directors and serves on the board of DuPont. In addition, Hewson is a member of the Association of the United States Army Council of Trustees and the University of Alabama’s Culverhouse College of Commerce and Business Administration Board of Visitors. (PR,
Innovation is an essential ingredient in today’s competitive landscape (Denning, 2011). Unless innovation moves beyond initiative and becomes part of an organization’s DNA, innovation is doomed to fail. Southwest Airlines (NYSE: LUV) has embrace innovation as an essential part of its culture. The innovation and importance of the Southwest culture is demonstrated throughout customer service, business strategy and green initiatives.
Due to how heavily the company relies on the aeronautics segment, they can’t afford to lose their place as a leader in their industry. On top of that they don’t want to lose sight of the main focused on their company. Some of the impact their acquisition strategy had on the company was as before mentioned, made them a leader in their industry, especially with the merger between the Martin Marietta Company and the Lockheed back in 1995. Their entrance into the electronic section was quite successful, as it now accounts for about 30% of the company’s total revenue. It deals with communication systems, training system, and other integration support that is not just needed
Teams are groups of people who work together to achieve a common goal (Learning Team Handbook, p 310). Workplace teams are increasing as businesses find the yield of team productivity and creativity exceeds individual productivity/creativity. To promulgate productive teams, businesses have had to identify common threads for successful teams. Businesses have identified the dynamics and needs of successful teams.
A team that I have participated in is a team made up of people from different departments and its function was to improve the delivery of services to customers. The organization’s main activity was selling retail products and in order to increase sales, a team was created to improve service delivery to customers to encourage more purchases.
In conclusion, when Bain and Company embrace this new construct not only will it raise the bar in terms of team standards for efficient, effective and efficacious operations, but also create organizational dynamics that foster quality of work life and business cultures that are vibrant, alive and thriving. Successful teams are supported by a commitment to empower and enhanced rewards.
Boeing Corporation is at an all time high for sales. "For the first time, its commercial-airplane unit earned more than its defense side."(Masters, 2007) "Boeing's backlog of orders increased 47% to a record 208 Billion, more than seven times the units 2006 revenues."(Masters, 2007) This has presented a separate problem for the organization.
Kelley,T. (2005, Oct.). The 10 faces of innovation. Fast Company, 74-77. Retrieved 6th March’ 2014 from http://web.ebscohost.com/ehost/detail?vid=9&sid=1d6a17b7-c5f7-4f00-bea4 db1d84cbef55%40sessionmgr10&hid=28&bdata=JnNpdGU9ZWhvc3QtbGl2ZSZzY29wZT1zaXRl#db=bth&AN=18386009
Organizations use teamwork because it increases productivity. This concept was used in corporations as early as the 1920s, but it has become increasingly important in recent years as employ...
High-performance culture; with improved individual and team performance, employee engagement and a culture of continuous
It causes them to think, plan and make decisions according to the team. In the past teamwork culture has taken a backseat. However with changing times, organizations understood the importance of nurturing and promoting the culture of teamwork (p.1). In order to promote teamwork, management leaders need to clearly communicate to everyone that the expectation of exceptional work is not just an individual level but at a team level and collaboration is expected out of every team (p.2). Teams that are demonstrating teamwork should be recognized. According to Conway (n.d) “ set expectations that bonuses, rewards, or compensation will vary depending on the collaborative practices adopted and followed by each team along with the individual achievements and contribution as a team member (p.2). Management should also share the outstanding achievements with other teams and organizations, so that people feel encouraged to participate and nature the team work culture