Harvard Case - Teaming at GE Aviation
"Teaming at GE Aviation" Harvard business case study is written by Rakesh Khurana, Jeffrey T. Polzer, Willy Shih, Eric Baldwin. It deals with the challenges in the field of Organizational Behavior. The case study is 28 page(s) long and it was first published on : Oct 3, 2012
At Fern Fort University, we recommend a multi-pronged approach to address the challenges faced by GE Aviation's leadership team. This approach focuses on fostering a culture of collaboration, enhancing communication, and promoting a more inclusive and diverse workforce. This will be achieved by implementing a combination of organizational development initiatives, leadership training programs, and team-building exercises.
2. Background
The case study 'Teaming at GE Aviation' presents a scenario where GE Aviation, a leading aerospace manufacturer, is struggling to maintain its competitive edge due to internal challenges. The company faces issues with cross-functional collaboration, communication breakdowns, and a lack of diversity and inclusion. These issues hinder innovation, slow down decision-making, and negatively impact employee morale.
The main protagonists are:
- David Joyce: CEO of GE Aviation, who is concerned about the company's declining performance and the need for a more collaborative and inclusive environment.
- The leadership team: A group of senior executives who are responsible for leading their respective departments and driving organizational success.
- The employees: The workforce of GE Aviation, who are affected by the company's internal challenges and seek a more positive and productive work environment.
3. Analysis of the Case Study
This case study highlights several key organizational behavior issues:
- Organizational Culture: The current culture at GE Aviation is characterized by silos, limited communication, and a lack of trust between departments. This hinders cross-functional collaboration and innovation.
- Leadership Styles: The leadership team exhibits a command-and-control style, emphasizing individual performance over teamwork and collaboration. This approach fosters competition and hinders the development of a cohesive and supportive work environment.
- Team Dynamics: The lack of effective communication and collaboration leads to poor team dynamics. Teams struggle to work effectively together, resulting in delays, conflicts, and decreased productivity.
- Diversity and Inclusion: The company's workforce lacks diversity, particularly at leadership levels. This limits the range of perspectives and experiences, hindering innovation and creativity.
Frameworks Used:
- Tuckman's Stages of Group Development: This framework helps understand the stages of team development and identify the challenges faced by teams at GE Aviation.
- Belbin's Team Roles: This framework can be used to assess the strengths and weaknesses of individual team members and identify areas for improvement in team composition.
- Lewin's Change Management Model: This framework provides a structured approach to managing organizational change, which is crucial for implementing the recommended solutions.
4. Recommendations
Phase 1: Building a Culture of Collaboration and Communication
- Leadership Training: Implement a comprehensive leadership development program focusing on collaborative leadership styles, communication skills, and fostering a culture of trust and respect.
- Team Building Exercises: Organize team-building activities that encourage cross-functional interaction, communication, and problem-solving.
- Communication Channels: Establish clear communication channels between departments and create a platform for open dialogue and feedback.
- Cross-Functional Teams: Form cross-functional task forces to address specific challenges and encourage collaboration across departments.
Phase 2: Fostering Diversity and Inclusion
- Recruitment and Hiring: Implement a diversity and inclusion strategy in the recruitment process to attract and retain a more diverse workforce.
- Mentorship Programs: Establish mentorship programs to support the development of diverse talent and provide opportunities for career advancement.
- Diversity Training: Conduct training programs for all employees on diversity and inclusion, addressing unconscious bias and promoting respectful communication.
- Employee Resource Groups: Create employee resource groups for underrepresented groups to provide support, networking opportunities, and a sense of belonging.
Phase 3: Enhancing Decision-Making Processes
- Data-Driven Decision Making: Encourage the use of data and analytics in decision-making to ensure objectivity and transparency.
- Collaborative Decision-Making: Implement collaborative decision-making processes that involve relevant stakeholders and allow for diverse perspectives.
- Structured Problem-Solving: Train employees in structured problem-solving techniques to improve decision-making quality and efficiency.
5. Basis of Recommendations
These recommendations address the core competencies of GE Aviation by focusing on:
- Innovation: By fostering a culture of collaboration and diversity, the company can unlock new ideas and perspectives, leading to increased innovation.
- Customer Satisfaction: Improved communication and decision-making processes will lead to better product development and delivery, enhancing customer satisfaction.
- Employee Engagement: By creating a more inclusive and supportive work environment, the company can boost employee morale, engagement, and productivity.
The recommendations are consistent with GE Aviation's mission to provide innovative solutions to the aerospace industry. They also consider the needs of external customers, internal clients, and competitors. The attractiveness of these recommendations is based on their potential to improve the company's financial performance, enhance its reputation, and attract and retain top talent.
6. Conclusion
By implementing these recommendations, GE Aviation can transform its organizational culture, enhance its leadership capabilities, and create a more collaborative and inclusive work environment. This will ultimately lead to improved performance, increased innovation, and a stronger competitive advantage in the global aerospace industry.
7. Discussion
Alternatives:
- Mergers and Acquisitions: GE Aviation could consider acquiring smaller companies with complementary expertise to gain access to new technologies and talent.
- Outsourcing: Certain functions could be outsourced to external providers to reduce costs and focus on core competencies.
Risks and Key Assumptions:
- Resistance to Change: Employees may resist the changes implemented, requiring effective communication and change management strategies.
- Time and Resources: Implementing these recommendations will require significant time and resources, requiring careful planning and resource allocation.
Options Grid:
| Option | Benefits | Risks | Costs |
|---|---|---|---|
| Leadership Training | Improved leadership skills, enhanced collaboration | Resistance to change, time and resources | High |
| Diversity and Inclusion Initiatives | Increased innovation, better talent pool | Resistance to change, potential for conflict | Moderate |
| Cross-Functional Teams | Improved communication and collaboration | Potential for conflicts, time commitment | Moderate |
8. Next Steps
Timeline:
- Month 1-3: Implement leadership training programs and team-building exercises.
- Month 4-6: Develop and implement diversity and inclusion initiatives.
- Month 7-9: Establish cross-functional teams and communication channels.
- Month 10-12: Monitor and evaluate the effectiveness of the implemented changes.
Key Milestones:
- Develop a comprehensive leadership development program.
- Create a diversity and inclusion strategy.
- Form cross-functional teams to address key challenges.
- Establish clear communication channels and feedback mechanisms.
- Monitor and evaluate the progress of the implemented changes.
By taking these steps, GE Aviation can navigate the challenges of its current environment and emerge as a more collaborative, innovative, and successful organization.
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Case Description
Describes the challenges and successes encountered by GE's Aviation business in implementing a teaming work structure and culture in plants across its supply chain. GE Aviation leadership had seen dramatic gains in productivity, quality, and worker satisfaction in manufacturing plants where it had implemented teaming, which was designed to move decision-making as close to the product as possible by delegating authority, responsibility, and accountability to front-line workers. The case describes what teaming looked like in two of GE Aviation's plants and discusses the benefits realized in teaming sites. It also describes the challenges GE Aviation leaders had encountered in implementing teaming in the face of an entrenched work structure and culture in one particular plant, and discusses the difficulty management had faced in moving forward in transforming the culture of the plant.
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