Page 6: Conclusion
In response to changes within its business environment, Rolls-Royce has developed its orientation from that of engineering to become more business- and service-focused. The organisation has had to become much more proactive, dealing with new ideas to create more services and customer focus. In the past, change was rare and slow, the company tended to follow the market trend. The structure of the organisation has been realigned to meet the needs of the new way of operating.
Organisational structures define important relationships within the business and create a mechanism for meeting business objectives. At the same time, it has been important to create a new business culture within Rolls-Royce. A culture exists within the minds and hearts of the people of an organisation and contributes to the way they make decisions and develop business strategies. As an organisation changes from a product-focused organisation towards becoming a service-orientated culture, this requires more involvement of its people, with greater empowerment and rapid decision-taking.
The corporate identity is the sum of the culture and its expression in behaviour and physical terms. Rolls-Royce has defined the identity that it needs to encourage, building on its past reputation and achievements for continuing success. As these changes take place, the organisation is also realigning its financial reporting framework and corporate governance. This will change how the whole business shapes its purposes and priorities.