plagiarismBusiness enterprises are working in an environment characterized by

plagiarismBusiness enterprises are working in an environment
characterized by dynamic and continuous change, so whether the motives for
change emanating from the surrounding external environment factors or internal
factors within the organization, the business enterprise needs to constant
change in order to be adaptable with environment or for organizational
development to improve their ability to solve problems and take the right
decisions that enable them to achieve their objectives

 

The change at the enterprise level is classified by two
types: random change which meant to deviate from the current situation without
a specific target for reason behind the change decision like the change as a
result of changing laws that imposed by the government, the other type is the
planned change which means organized change towards oriented targets like the
deviation from the past for adaptation to the new environment and responds to
surrounding environment

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In this paper, I have
chosen John Deere as its world leader in providing advanced products and
services with commitment to the success of customers who cultivate, harvest,
transform, enrich and build upon the land

 

John Deere is an American corporation that manufactures
agricultural, construction, as well as forestry machinery, diesel engines,
drivetrains (axles, transmissions, gearboxes) which used in heavy equipment,
and lawn care equipment in 2017, it was listed as 105th in the Fortune 500
America’s ranking and was ranked 407th in the global ranking, the company also
provides financial services and other related activities.

 

On June 1, 2017, Deere & Company has completed its
acquisition of the Wirtgen Group by $5.2bn as announced which is an
international German company producing mobile machine solutions for road
construction and road rehabilitation, plants for mining and processing minerals
or recycling material and for the production of asphalt

 

With the acquisition, John Deere has become the first
manufacturer to have both crushing and screening as well as mobile equipment
under one parent group. Deere funded the purchase through a combination of cash
and debt and can now, with Wirtgen in its stable, offer road building equipment
in its portfolio, which it did not have before.

 

Wirtgen Group will certainly increase the size of scale and
stature of the construction equipment business, so it would help John Deere to continue
its global growth, according to the CEO of John Deer, the acquisition has falls
in line with “Deere’s long-term strategy to expand in both agriculture and
construction

 

Therefore, in this paper, we will be analyzing the current strategy
to create an efficient strategic change to be implemented and examined through
two powerful models which are Kotter’s 8 Step Change Model & Prosci’s
Change Model

 

Besides, analyze John Deere internal and external factors
through PESTEL & SWOT in order to gather all required information whether
negative or positive factors that would help us to create a precise strategic
change and avoid any non-applicable planes that could be affecting the company
performance in general

 

Finally, recommendations to be considered and taken into
account to uplift the sales prospect and get John Deere as an equipment leader by
providing a comprehensive equipment range that meet the customers need and investments

 

Introduction of the
Chosen Organization and background to change 7 Marks

 

John Deere was found in Grand Detour, Illinois in 1837 and had
stated to produce a highly polished steel mold board from a broken sawblade as
response of farmers concerns about the plows aren’t shedding the thick prairie
soil and after ten years in Grand Detour, John Deere arranged for a new
partnership and moves to Moline, situated on the Mississippi River with water
power and transportation options, the new state gave John Deere the ability to
produce doubles the next year.

 

In 1852 John Deere bought its partners after a disagreement
over product quality and after several years of consolidations and
acquisitions, Deere & Company now counts planters, buggies, wagons, grain
drills, and hay and harvesting equipment among its products. Sales grow from
$5.2 million in 1910 to $30.7 million in 1913.

 

In 1918, John Deere entered the tractor business in the
midst of the launch of the All-Wheel Drive Tractor and succeeded in selling 5,634
Waterloo Boy tractors in its first year

 

In 1931, the great depression occurred, and Deere was
responded by taking on $12 million in farmer notes, and extended terms on
already purchased tractors and power farming machinery, as a result, sales fell
86% between 1930 and 1932, but strong farmer loyalty resulted to keep the company
up, despite hard financial times, Deere continues to introduce new products
such as model “A” tractor and model “B”

 

In 1943, Deere used to make military tractors, ammunition,
aircraft parts as well as cargo and mobile laundry units during World War II.
The John Deere Battalion, comprised of employees and dealers, repair tanks in
Belgium and France during the War.

 

The John Deere credit company, financier of domestic
purchases of John Deere equipment, begins operations in 1958. The new company
consolidated the financing operations of sales branches and dealers to provide
a more efficient and competitive financing options