Week 3 – Boeing Case Study Questions 1 & 2
The purpose of a diagnostic model is to give an organization an area in which to improve and help them to meet goals. The most logical choice for Boeing to use in this case is the 7-2 framework.
Boeing was facing strong competition and they had made plans to implement a change in order to improve the company structure so they could become more competitive. Boeing also faced several issues in this case. They were not living up to the demand for their services, and had technology systems that were outdated. When management dove into these problems they also found out they were lacking in the areas of diversification and integration. In addition, the morale of their employees was in the dumps and they were losing money. These problems can clearly relate to one another and using the 7-S model will make connections between these factors and how they interact with one another (Palmer, Dunford, Akin 2009).
When examining the problems at hand, it becomes clear that Boeing should focus on structure. Boeing has recently undergone some mergers and acquisitions and has a giant need to integrate these companies into the Boeing family so employees and consumers aren’t confused and to eliminate duplicate functions between organizations (Galbraith 2000). Secondly, technology is lagging not just in operations, but in employee data tracking and knowledge management. Another application of this could be in the marketing department through the use of metrics to better meet market demand. The use of a knowledge management system would also help to address the collaboration problem that Boeing has between employees. A new system would require training and development, but it should be mandatory for all staff (Emerald Insight 2006). This plays right into the 7-S framework because of the Style, Staff, and Skills sections. Because Boeing is relocating, it’s a good time to wipe the slate clean and get a fresh start. If Boeing takes these...