Caterpillar Company Profile
Company's History
The company had had a tremendous evolution throughout a period of highest sales and profits, however, in 1982, it hit rock bottom and entered its most serious crisis in history. A strong dollar, a long- term strike and several internal problems meant that Caterpillar endured three years of continuous decreasing sales and heavy losses.
Things became to turn around as George Schaefer became CEO in February 1985. A long career with the company helped him use his huge experience to revive the company's activities.
Key Management
George Schaefer became CEO in February 1985 and led the company through a period of serious restructuring and organizational change. He had started out in accounting, but then moved in several positions throughout the company, including Vice President for Finance and Data Processing, EVP and board member.
Pierre Guerindon had played an essential role as the Belgian plant's manager and it was no surprise that he was brought to Peoria, where he started as a Vice President for Manufacturing in 1980. In this position, he introduced new technologies and a new plant management within the company.
3. Competitive Situation
The competitive situation of the company resembled that of many other large American companies during the 80s and beginning of the 90s. Indeed, during this period of time, competition from Japanese firms became a fact. These companies managed to operate at lower production costs and higher efficiency levels (somewhat related to the population's attitude towards work and the company, as well as the familial management style, where the company practically becomes a second family for the worker).
Even if the U.S. government imposed rather high import taxes on products made in Japan, in order to lower their competitiveness on the U.S. market, their solution was rather simple: direct foreign investments. This was also the case for Komatsu, the perfect example for everything I have mentioned here above.
Indeed, Komatsu was a most serious competitor in the United States. As we have seen...
External Environment
In my opinion, the external environment is fully represented by the competitive environment in which the company is currently operating. In addition to this, I should also mention the specific economic and political environment that characterized the 80s, period during which the company's problems and restructuring took place.
Indeed, starting with 1980, Ronald Reagan took over as President of the United States and with that came one of the most liberal economic periods in the history of the United States. This economic liberalism came close to chaos with the stock market crash of 1987. However, other than that, it was a fully prosperous period of economic development. The impact of such an environment on Caterpillar was, of course, the increased competitive environment in which the company needed to live in. Even more so, the company needed to adapt to newer times and different habits.
5. Problems Identification
In my opinion, the company is facing two serious problems at this time. The first one is an organizational problem. As the case study has mentioned, Caterpillar was a "hierarchically structured organization" and "risk aversive."
The problem with such an organization was that there were times when a decision needed to be made on the spot, the bets one if possible, but, anyhow, one adapted to the environment. The competitive 80s required that. The case with Caterpillar was exactly the opposite: decisions took an incredibly long period of time, they were strongly pondered on and we can even speak of a certain bureaucracy within the organization's system.
Risk aversion was also an issue with the current organizational structure. Because it was so cumbersome, it seems that everybody avoided to take the "fatal" decision or to take "calculated risks." This meant that good opportunities were sometimes lost because of excessive prudence.
The second problem the company faced related indirectly to the…
