Wk7 assgnapanewiczg organization profile

Organization Profile

EDUC - 6105 4 Organizations, Innovation, and ChangeWalden UniversityGerard ApanewiczAugust 3, 2015Click Here for Audio

ContentsLockheed Martin history, structure, and culture of the organizationObserved Organizational Change ProcessesActions undertaken by leadership throughout the process, including planning, implementing, and strategies for overcoming resistance and sustaining the changeAn evaluation of the overall effectiveness of the change process, including what was done well and what might be done differentlyA reflection on what conclusions you can draw from this profile about how this organization responds to innovation and change

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Lockheed Martin: History, Structure & Organizational Culture


Lockheed Martin: History, Structure & Organizational CultureOverviewLockheed Martin is an Aerospace and Defense contracting firm. The companys purpose is to develop aerospace and defense products for US Government agencies. The companys goal is to engineer a better tomorrow while following three specific actions, Do What's Right, Respect Others and Perform With Excellence. Additionally, the company plans to become a leading force in reducing Green House Gas (GHGs).The Workforce consists of:(2)120,000 Employees60,000 Scientists, Engineers and IT Professionals500+ Facilities Across the USOperating in 70 Countries


Lockheed Martin: History, Structure & Organizational CultureHistoryStarted over 100 years ago as the Lockheed Corporation (1)Merged with The Martin Marietta Corporation to form Lockheed Martin in 1994(1)Employed Clarence Kelly Johnson known as the architect of the air Kelly designed the P-38 Bomber which help the US and Allied Forces defeat Germany in WWII (1)https://www.youtube.com/embed/pzZGvypreXQ?rel=0&autoplay=1 (1)


StructureThe company is structured into five business areas that cover its broad range of capabilities. These five areas include; Aeronautics, Information Systems & Global Solutions (IS&GS), Missiles and Fire Control, Mission Systems and Trainingand Space Systems.

Space Systems

Aeronautics

Information Systems &Global Solutions

Missiles &Fire Control

Mission Systems &Training


Lockheed Martin: History, Structure & Organizational CultureCultureThe companys goal is to engineer a better tomorrow while following three specific actions, Do What's Right, Respect Others and Perform with Excellence. Additionally, the company plans to become a leading force in reducing Green House Gas (GHGs) (3). The culture I observed focused on supporting the customer at all times and staying within the confines of the contract. Additionally, being a large corporation I observed many subculture amongst the various ranks of employees.


Observed Organizational ChangesBusiness Unit Restructuring I worked at Lockheed Martin for approximately 5 years. During this time, I was involved in several business unite restructuring. Originally my official job title was a training and support specialist 4. Falling under the Mission and Fire control business unit. However by the middle of my second year, my job title was now Acquisitions Logistics and Training Support Specialist 4, and fell under the Information Systems & Global Solutions (IS&GS) business unit. Aside from being required to use a different charge number for my time card, and new time keeping application the move did not affect me. The structure change was conducted via official email. We had a couple of meetings with our Project Manager each resulting in reassurance that the structure change would not affect us.


Observed Organizational ChangesBusiness Unit Restructuring Observed Change Process As myself and my co-workers were unaffected by the change the process appeared to go over smoothly. However, being aligned with the IS&GS Business Unit placed a minimum profit threshold of consulting contract bidding our team could pursue. At the time, I am unsure if my Project Manager was fully aware of the restrictions. Eventually this profit threshold led to a large downsizing. The local office I worked at was eventually shut down long after I was laid off.


Observed Organizational ChangesDownsizingDuring week four, I interviewed my former team lead Mr. Mike Moses who observed the downsizing first hand. Some key points I took away from the interview were:The downsizing :Increased workloadDecreased moraleAdded manufacturing and support cost to struggling businesses unitsWhen asked what Mr. Moses would have done differently some key points wereBetter communication. The managers would have different opinions and justifications of which employees would remain employed. Some provided Mr. Moses reassurances he had nothing to worry about, others suggest he look for new employment. Better planning. Currently, and at the time of downsizing government spending was being cut. Managers could have created a small business unit that could compete with smaller companies. Government contracting strategy had shifted to a lowest price, technically acceptable methodology.

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Actions Taken By LeadersBusiness Unit RestructuringMeetingsThroughout the change process we met with our Team Lead and Project Manager to discuss any new processes the team would need to implementEmailA large amount of the change process was communicated through email. DownsizingMeetingsFrom what Mr. Moses stated, the Project Manager met with each team member to discuss how they were affected by the downsizing.



ConclusionBased on this weeks and previous weeks learning resources I would argue that Lockheed Martin (LM) did not plan their changes well. Being a large company I cannot say as a whole whether LM handles change an innovation well. I can only comment on what I observed in my business unit. The initial business unit restructure eventually led to a downsizing. If that was LMs goal than it was successful. However I assume the company did not plan the restructure well as it caused a once profitable business to be unable to compete on consulting work in the area. As previously stated, this led to a downsizing, which eventually led to LM no longer having a local office.


Referenceshttp://www.lockheedmartin.com/us/100years.htmlStarted over 100 years ago as the Lockheed CorporationRaheb, S. (2014, September 8). Lockheed Martin Supplier Diversity. Retrieved August 8, 2016, from www.lockheedmartin.com/.../lockheed/.../LM-opening-doors-to-vete...Neilson, D. (2016, February 1). Lockheed Martin and Duke Energy Sign 17-Year Renewable Energy Pact. Retrieved July 19, 2016, from http://www.lockheedmartin.com/us/news/press-releases/2016/january/020116-lm-duke-energy-renewable-energy-pact.html

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