Planning for the Chevy Volt

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1. What does the Chevy Volt case tell you about the nature of strategic decision making at a large complex organization like GM? In a large organization, there will be many approval paths for each project and a lot of people dealing with it; as a result, one project may take times to implement or launch. Finally, it may be too late for the rapid changing business environment. 2. What trends in the external environment favored the pursuit of the Chevy Volt project? Surging in oil price, global warming leading to tighter regulation about carbon emission and cost of lithium ion batteries was falling. 3. What impediments to pursuing this project do you think existing within GM? The unlikelihood of producing a large lithium ion battery and the failure of the previous generation “EV1” making the GM managements reluctant to pursuing this project. 4. The plan for the Chevy Volt seems to be based partly on the assumption that oil prices would remain high, and yet in late 2008, oil prices collapsed in the wake of a sharp global economic slowdown. a. What does this tell you about the nature of strategic plans? The strategic plans were relied on the current situation and trend. b. What do falling oil price mean for the potential success of the Chevy volt? In long-term, since oil is a limited resource and a demand in developing countries such as China and India is increasing; oil price will resume to the same level when the economy is recovered. c. Do you think oil price will remain low? No. As it is a limited resource but the demand is increasing due to growing in the economy of developing nations. 5. What will it take for the Chevy Volt to be a successful car? In light of your analysis, how risky do you think this venture is for GM? What are the costs of failure? What are the costs of not pursuing the project? In my opinion, it will success

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