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…
the department with the abilities of agility, mobility, and the accessibility to get the data to the customers who are the end users of the analytics. While this company is on the leading edge of innovation in its respective markets it may be interesting to learn that they as a company have struggles and hurdles that they must overcome working though these processes. The company has small teams that work together to incorporate innovation throughout the large company. One way that the corporate innovator manager Ed Danis pursues innovation is by finding others that share his ideas of innovation. He feels that if you seek out those that seek innovation and provide them with the ability to have the freedom to research their ideas you may find that your company will flourish with innovative ideas that will shape your company for the future. Although Danis admits it is hard to get participation from individuals within Lockheed Martin Corporation. He aims to get at least 1000 individuals to participate in his innovation challenges. The company uses incentive managers that recognizes individuals for their participation in the innovative process. The company uses extend virtual hackathons to produce transformational, disruptive, or dangerous for the business units and then the company funds these ideas to keep the innovation moving forward within the company. The company then puts in protocols and if the idea passes the monetary seedling stage of the process then it is decided whether to pursue the innovative idea further. The company then checks the quality of the product by exploring more ideas while using implementation protocols to ensure reasonableness of the idea. If the idea passes and makes it to the proof of concept phase, then the person whose idea it was will receive funding for the idea which they can use to make the idea a reality. This approach allows employees to be empowered to have their own ideas but also allows the company to stay at the forefront of innovation (Sisson, 2017). Organizational Structure Lockheed Martins organizational structure is made up of a formal structure.
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…
missiles. Full spectrum leadership is the model for Lockheed Martin Corporation. It is a culture built on the company creating its own future and building one that will prosper and lead the company in a sustained direction for years to come. The company is structured in a hierarchy consisting of a Chief Executive Officer who is Marillyn A. Hewson and is Chairman, President and Chief Executive Officer of Lockheed Martin Corporation. Rick Ambrose is the Executive Vice President of Lockheed Martin’s Space business area and an officer of Lockheed Martin Corporation. Orlando Carvalho is Executive Vice President of Lockheed Martin’s Aeronautics business area and an officer of the Lockheed Martin Corporation. Frank A. St. John is Executive Vice President of Lockheed Martin’s Missiles and Fire Control (MFC) business area. Dale P. Bennett is executive vice president of Lockheed Martin’s Rotary and Mission Systems (RMS) business area. Richard H. (Rick) Edwards is Executive Vice President of Lockheed Martin International. From there it is broken down into the thirteen Board of Directors who manage the company and the number of directors on the board is never to go below twelve members. These board members determine the direction of the company. The directors do this by deciding the bylaws for the company, the board can also decide the issuance of stocks in any class. The board also decides if the company has a surplus of stocks and how that will be divided up among the stockholders, and how the dividends will be shared throughout the corporation ("Corporate Charter," 2018). The structure of the company is another way to ensure that it is successful as a leader of the products and technologies in its respective markets. The structure is one aspect that can make a company successful no matter the condition of the financial market that they face. If they are structured correctly the company will grow and be able to use the innovation and decision making from the employees within the company, and they will continue to be a leader at the forefront of their business. The company promotes both within and outside the company to ensure they have the talent and that it is available, so the company can continue to flourish in the markets that they provide products and technologies for. The company does this so that the customers receive the best products that the company can produce. Environment The culture for Lockheed Martin is one that provides an environment for its employees to feel comfortable to work in.
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
products. Carol Cala is the Corporate Vice President of Energy, Environment, Safety and Health (ESH) for Lockheed Martin Corporation. She provides direction for the company so that the company is managed in the right direction when it comes to environment, safety, and the health of the company and its employees. This agency within the company is vital to the success of the company because it protects the company’s reputation with its stakeholders and within the communities that the company supports. The management of ESH is critical for the organization because it sets the regulation that the company operates from. This highlights company trends, best practices, and lessons learned as well as it provides legal guidance for the company at locations that the company is operating in from other countries. Lockheed Martin is committed to providing a safe working environment for its employees. The leadership is held accountable for ensuring the safety of the company’s employees as well as building upon the ideas and innovation of it employees to develop safer and efficient methods to enhance the company’s workforce and keep the organization on the leading edge of innovation ("Energy, Environment, Safety and Health," 2018).
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...
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.
“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.”
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
Planning, an imperative part of any business environment, is a daily focus at Boeing Corporation. The organization faces daily challenges to produce products to fit the consumer wants for air travel, comfort, and efficiency. While Boeing deals with a constant need for innovative ideas, it also deals with the challenges of its main competitor Airbus, who has historically been subsidized by many of the European nations to compete with Boeing for a larger share of the market. Boeing management, through excellent planning, an ethics policy that demands large returns for shareholders, and constant work to comply with ever changing legal demands of the industry has led to the constant success of the company. "It was the jet Boeing didn't build that averted what could have become one of the worst crash landings in the company's 91-year history--and cleared Boeing to conquer the skies again. "
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.
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,
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.
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
...d the team work mentality the organization has in general. Personally, I would like to work for an organization that encompasses some of the principles and concepts that W.L. Gore & Associates implements in their organization.
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.
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...
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
High-performance culture; with improved individual and team performance, employee engagement and a culture of continuous