Professional Documents
Culture Documents
CHANGE MANAGEMENT
COMPLACENCY
AND
SENSE OF URGENCY
GROUP MEMBERS
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ACKNOWLEDGEMENT
Complacency
As per the subject of change management
We the group of AHMED ADIL, SAMIA NAYAB,
And AYESHA MIR has conducted a deep study
Of this topic through various online sources
And text book reviews from library
2010 COPYRIGHTS.
ALL RIGHTS RESERVED.
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TABLE OF CONTENTS
SR. # CONTENTS PAGE NO.
1 ACKNOWLEDGEMENT 2
2 INTRODUCTION 5
9 DIAMLER CHRYSLER 17
11 FALL OF JAPAN 20
14 SADAM: COMPLACENCY 25
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19 A STORY 34
20 POTENTIAL POINTER 35
21 ENDING NOTE 36
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INTRODUCTION
C omplacent;
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AN OLD STORY
Now here is s story that we all are very much familiar with the
legendary race between the speedy rabbit and the lazy tortoise, it gives
us a perfect showcase of complacency at its best and reveals some of
its characteristics in real world where it can be visibly judged sort out
and could be fixed
The rabbit when fell asleep during the course of race was not upon
its smartness or confidence but it’s the complacency factor in him that
led him to believe that he’s the best in when it comes to racing and no
one can come across to his level of speed but this same complacency
led the tortoise outplay him and win the race
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Setting aside the text book stories and other bed time stories
aside now we will see the complacency in real world where it actually
brought some changes and affected many .in some cases has proven
fatal and resulted in incidents that shouldn’t be happened in the first
place. Bloodshed, chaos, downfall and massive corporate losses are the
price of complacency that mankind has paid in its journey. In the
following discussion we will highlight some of the biggest case of
complacency ranging from different continents and different part of
history to this very day and some cases where the sense of urgency
came.
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T he soviet union own the most biggest empire on the face of this
planet and ever existed in history, covering half of the planet land and
with 21 time zones had its high and lows but at its ending the rulers
never thought that with such a tremendous military power and
enormous natural resources would fall like a deck of cards because they
have a complacency that one way or another the military will crush any
uprising or opposition to this totalitarian regime but at end it wasn’t
the outsiders but the government itself who terminated the empire.
For fifty years the world lived under the shadow of the Cold War,
fearing a fatal confrontation between the American and Soviet Union.
Millions of individuals lived and suffered under the seventy-year reign
of the USSR, crushed under the dead weight of a stagnant empire. But
the ascension of Mikhail Gorbachev to the supreme leadership of the
Soviet Union in 1985 began a tumultuous period that culminated with
the fall of the realm founded by Lenin and Stalin. On Christmas Day in
1991, the Hammer and Sickle Flag of the Soviet Union was lowered for
the last time above the Kremlin and replaced with the Russian flag.
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The tensions in the Soviet Union came to a head in August 1991 when a
group of right wing military and KGB leaders staged a coup in Moscow
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Although Gorbachev was the nominal chief of state, Boris Yeltsin now
had immense popular support and wielded more substantial power.
Over the next four months, Gorbachev and Yeltsin negotiated the
transition of power made inevitable by the will of the people. Although
Gorbachev tried to preserve some form of socialism and strongly urged
that the individual Soviet republics retain close relations, he was unable
to convince either Yeltsin or representatives from the republics. On
December 1, 1991 all non-Russian republics of the Soviet Union
declared independence. On that historic Christmas Day of 1991, the
long and sad history of the Soviet Union came to a final and peaceful
end.
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The most significant early work on fission in the Soviet Union was
performed by Yakov Zel'dovich and Yuli Khariton who published a series
of papers in 1939-41 that laid the groundwork for later Soviet atomic
weapons development.
The Soviet weapons program proper began in 1943 during World War
II, under the leadership of physicist Igor Vasilievich Kurchatov. The
program was initiated by reports collected by Soviet intelligence about
the rapidly growing Manhattan Project in the U.S. It remained largely an
intelligence operation until the end of the war, but it was a highly
successful one, due to sympathies of many for the wartime Soviet
Union fighting Nazi Germany; the socialist political sympathies of some;
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Immediately after the conclusion of the war against Japan, the Soviet
program moved into high gear. Lavrenti Beria was appointed to head
the entire project, with Kurchatov remaining as scientific director. Using
the detailed data available on the American program, and the detailed
design description of the Fat Man bomb provided by Fuchs in June
1945, the Soviet program achieved its first test in almost exactly four
years.
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DIAMLER CHRYSLER
I n 2007 auto giant Daimler Chrysler was in a very big loss due to its vehicles’
recall and worldwide credit crunch and due to its basic operations in America its
top management thought that the U.S government will somehow issue huge
bailout in billions that it is in a complacency while knowing the fact that America’s
trade budget deficit is all time high and hence by refusal of bail out request the
company has to sale its Chrysler unit to a NEW YORK based equity group in 7
billion dollars.
Daimler AG (formerly DaimlerChrysler, FWB: DAI is a German car corporation. It is
the thirteenth-largest car manufacturer and second-largest truck manufacturer in
the world. In addition to automobiles, Daimler manufactures buses and provides
financial services through its Daimler Financial Services arm. The company also
owns major stakes in aerospace group EADS, high-technology and parent
company of the Vodafone McLaren Mercedes racing team McLaren Group (which
currently is in the process of becoming a fully independent stand-alone corporate
entity, and Japanese truck maker Mitsubishi Fuso Truck and Bus Corporation.
DaimlerChrysler was founded in 1998 when Mercedes-
Benz manufacturer Daimler-Benz (1926–1998) of Stuttgart, Germany merged with
the US-based Chrysler Corporation. The deal created a new entity,
DaimlerChrysler. However, the buyout failed to produce the trans-Atlantic
automotive powerhouse dealmakers had hoped for, and DaimlerChrysler
announced on May 14, 2007 that it would sell Chrysler to Cerberus Capital
Management of New York, a private equity firm that specializes in restructuring
troubled companies. On October 4, 2007 a DaimlerChrysler Extraordinary
Shareholders' Meeting approved the renaming of the company. From October 5,
2007, the company has been titled Daimler AG. The US company adopted the
name Chrysler LLC when the sale completed on August 3, 2007.
Daimler produces cars and trucks under the brands of Mercedes-
Benz, Maybach, Smart, Freightliner and many others.
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Hitler in 1944 the man who conquered 80% of Europe and was
setting his eyes on Britain and America at its ending moments were
surrounded by the allies from west it was the mighty Russians and
from east it was the combined American, French and British armies
marching fast towards the capital Berlin and Hitler the furor still was in
complacency that the Germans will hold on and fight so much
convinced that he gave orders to its field marshals that the soldier who
refuses to fight had to be shot at site, knowing the fact that it is just a
matter of times that these hostile armies will level the entire capital to
its feet, he kept on giving furious order, till at end when it was
moments away from the reach of allies he committed suicide in his
chancellery building bunker.
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FALL OF JAPAN
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PAKISTAN COMPLACENCY OF
BANGLADESH
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Their rule was briefly ended for three years in 1258, when Hulagu Khan,
the Mongol conqueror, sacked Baghdad, resuming in Egypt in 1261.
They continued to claim authority in religious matters from their base
in Mamluk Egypt up to 1519 when power was formally transferred to
the Ottomans and the capital transferred to Istanbul.
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SADAM: COMPLACENCY
Saddam Hussein Abd al-Majid al-Tikriti born on 28 April 1937 – 30
December 2006 was the President of Iraq from 16 July 1979 until 9 April
2003. A leading member of the revolutionary Ba'ath Party, which
espoused secular pan-Arabism, economic modernization, and Arab
socialism, Saddam played a key role in the 1968 coup that brought the
party to long-term power.
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that gave it its reputation in the first place. In order to meet its growth
targets Toyota had to hire many new engineers globally; however it did
not have the senior engineers available to mentor the new team in the
manner that it had in the past. In addition, it no longer spent as much
time analyzing consumer complaints – and in some cases it came up
with low cost “fixes” (e.g. replacing floor mats in response to
complaints of sticky accelerator pedals). One final aspect of the decline
was that Toyota did not share safety information worldwide, so
problems that cropped up in Europe were not shared with the US.
Hence its “failure to connect the dots”, as stated by Akio Toyoda when
commenting on the recent recall.
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The good news is that complacency often comes after some success.
The bad news is that it can spread quickly and reduce future success
significantly. The best news is that it can be defeated. Here are six steps
to help you.
Recognize it.
Put it in context
Complacency won’t likely occur until you have had some success!
Complacency comes because of the success. So, recognize and
celebrate the success first, then challenge the complacent thoughts and
actions. Help people remember the feeling that came with the success.
When they can emotionally connect to that feeling, you can use that to
fight off complacency and get focused on the next achievement.
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A STORY
Kierkegaard's Complacent Duck
There was a Danish philosopher named Kierkegaard whose writings are
weighty and tough to read. But that deep thinker one time told a
simple parable that describes how easy it is to slide into complacency.
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According to his parable, one spring, a duck was flying north with a
flock. In the Danish countryside that particular duck spotted a barnyard
where tame ducks lived. The duck dropped down and he discovered
these ducks had wonderful corn to eat. So he stayed for an hour....then
for the day....a week then went by and a month. And because the corn
and the safe barnyard were so fine, our duck ended up staying the
whole summer at that farm. Then one crisp Fall day, some wild ducks
flew overhead, quacking as they winged their way south. He looked up
and heard them -- and he was stirred with a strange sense of joy and
delight. And then, with all his might he began flapping his wings and
rose into the air, planning to join his comrades for the trip south.
But all that corn had made the duck both soft and heavy -- and he
couldn't manage to fly any higher than the barn roof. So he dropped
back to that barnyard and he said to himself, "Oh well, my life here is
safe and the food is good!" After that in the Spring and in the Fall, that
duck would hear wild ducks honking as they passed overhead -- and for
a minute, his eyes would look and gleam -- he'd start flapping his wings
almost without realizing it...but then a day came, when those others
would pass overhead uttering their cry -- and the now tame duck would
not pay the slightest attention.
POTENTIAL POINTER
Complacency; avoid it at your peril. When you choose to attack it
before it spreads in your mind or the mind of your organization, the
steps above will help prevent the spread and with consistent effort
eliminate your current outbreak. Complacency strikes everyone at
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different times in our lives. As an individual you must stave off the ill
effects for yourself. As leaders the challenge is larger, but the rewards
even greater. Diagnose then defeat complacency, and you will achieve
greater results in the future than you ever have in the past.
The end
Farewell note
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