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Levis Strauss Struggles with Creating Organisational Change

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Submitted By Prenash
Words 4836
Pages 20
TABLE OF CONTENTS
DECLARATION 0
TABLE OF CONTENTS 1
1. EXECUTIVE SUMMARY: 3
2. FINDINGS 4
2.1 SWOT Analysis 4
3. DISCUSSION 7
3.1 Problem Summary: 7
4. RECOMMENDATIONS 7
5. SET UP PROGRAMME OFFICE 7
5.1 Programme Office setup 7
5.2 Changes the Organisational Design 8
5.3 Shaping the organisational programme 8
6. STRATEGIC ANALYSIS 10
6.1 Analysis 10
6.1.1 Core competencies 10
6.1.2 Organisational behaviour study 10
6.1.3 Organisational Vision and Mission 11
6.1.4 Balanced Scorecard based strategy implementation 11
6.1.5 Balanced Scorecard value creation perspectives: 12
6.1.6 Building a strategy map 13
6.1.7 Implementing a Balanced Scorecard Programme Management learning organisation structure 14
7. STRATEGIC DEVELOPMENT 15
7.1 SWOT analysis 15
7.2 PESTEL analysis 15
7.3 GAP analysis 16
8. STRATEGY IMPLEMENTATION 16
8.1 Creation of a strategy plan 16
8.2 Strategic Transformation Project Implementation Route 2 (Project route) 17
9. MANAGING ORGANISATIONAL CHANGE 17
10. INNOVATIVE CONTINUOUS IMPROVEMENT PROGRAME 18
11. REFERENCES 20

1. EXECUTIVE SUMMARY:

Levis Strauss has been one of the world’s most successful brands in the fashion industry but is now subject to a falling market share and is no longer meeting the demands of its external environment. Levis leadership is ineffective and the approach taken to resolve its problems is futile, capital intensive and does not produce any results.
The organisation will have to embark on a radical change strategy to remain profitable in its market.
The content of this report outlines the strengths and weaknesses of the organisation against its current organisational structure and provides the necessary steps to bring about change which creates a modern,innovative, learning organisation that can remain sustainable in the future market.

2. FINDINGS

2.1 SWOT Analysis

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