Changing the culture at Jaguar
A Jaguar case study

Page 1: Introduction

This case study looks at how Jaguar, one of the world's most prestigious car manufacturers, has been involved in a culture change programme to create new ways of working for the twenty-first century. Corporate culture reflects the personality of an organisation. It includes the shared beliefs and the policies and procedures that determine the ways in which the organisation and its people behave...
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Page 2: Changes in the car industry

The car industry has changed dramatically. At the start of the twentieth century, the industry was dominated by the achievements of Henry Ford who created a manufacturing system that was known as Fordism. In Fordist organisations, the manufacturing system was geared towards creating standardised products such as the Model T Ford. The needs of the production line determined the life of the...
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Page 3: Strategy

To manage the change process at the Jaguar plant, Ford worked closely with a consultancy group called Senn Delaney Leadership. Senn Delaney believes that it is important to align the culture, structure and the strategy of an organisation. The organisation that seeks to change its strategy without changing its culture will experience resistance to change. The successful management of change is...
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Page 4: The Jaguar Vision

To transform working patterns at Halewood, a Halewood Difference Programme was introduced based on a new vision and set of guiding values and behaviours. Jaguar targets industry leadership in quality, value for money, customer care and human resource management. Compatible with these targets the vision for the Halewood body and assembly plant is: a world class vehicle manufacturing facility...
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Page 5: Making the change

You can't force a new culture on an unreceptive workforce. Introducing changes in culture involves a detailed programme for introducing new ideas in a participative way. Needs and assessments measurement - The first stage was a series of one-to-one interviews and focus group activities for representatives from all areas of the organisation. These identified the cultural strengths and the barriers...
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Page 6: Conclusion

The success of the X400 production system at Halewood is based on three pillars. An emphasis on quality at every stage in the production of the new cars. The culture change programme – creating an empowered, entrepreneurial and committed workforce, and Establishing centres of excellent practice across the organisation which act as benchmarks for improving performance in areas carrying out...
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