philips case study summary

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Philips vs Matsushita Summary and Learning

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Philips 360 degree feedback case study

Created a 360 feedback platform accessible to employees globally.

Powerful business impact, developing employees’ capability in line with strategy

Better enable employee development in line with key competencies

The main business objective for Philips was to introduce a new 360 degree feedback programme that would better enable development of its employees. Magdalena Bracco, HR Group Project Leader, Center of Expertise Leadership, Talent and Learning at Philips, explains: “We really believe in the power of feedback to grow our employees, and the 360 tool is the starting point for effective conversations and development plans.” They asked ETS to create a 360 feedback tool and reports that’d be intuitive, making it easy for employees to give feedback and interpret the results.

Created a 360 feedback programme to focus employee development

The questionnaire.

Philips and ETS ensured that the 360 questionnaire aligned with a new competency framework and leadership behaviours introduced at Philips. This allows people to see clearly their areas of strength and their development needs against key behaviours at Philips.

The system and reports

The report generated by the system and given to participants afterwards is equally clear and simple, highlighting just a couple of feedback themes and development areas. We created these in a highly visual format, graphically displaying key findings rather than showing lots of data.

Magdalena Bracco explains the thinking behind this:

“Our brief to ETS was that reports should ‘go beyond the number’ to explore key themes and capabilities for particular roles as this is more meaningful and beneficial for participants. This then allows them to have a focused development discussion with their line manager.”

In addition to the work on the 360 tool and questionnaire design consultation, our business psychologists have supported HR teams and managers at Philips leading training webinars. These cover how to structure and manage effective behavioural development conversations.

There are also further plans to develop the 360 feedback tool used by Philips. We’re exploring the addition of a questionnaire builder function, which would allow users to build their own questionnaires and select the competencies they wish to be measured against.

Powerful Business Impact

The response to the new 360 degree feedback programme from the managers and executives has been very positive. Participants particularly like the fact that the questions are connected to the new competency framework. Perhaps most importantly, in terms of the 360 feedback process leading to behavioural change, people are finding that the reports are easily-actionable. Magdalena Bracco adds: “The business impact has been powerful in helping peoples’ development. For us as a business, it’s invaluable as great leadership is critical to our continued success.”

Business Impact

Case studies.

Creating a multi-purpose feedback platform for Nationwide

Developing managers and leaders at Gatehouse Bank

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Innovating in the face of a pandemic and developing employee stories content virtually: the Philips case study from Stories Incorporated.

Philips is a global leader in health technology. 130-years ago, the company’s first products were light bulbs, then expanded to consumer technologies. Today, Philips focuses on healthcare innovations and medical technologies that make people’s lives better all over the world. A team of 80,000 employees in over 100 countries make up the Philips workforce. 

The Philips employer brand team wanted to create visually compelling and substantive employee story videos to support their Employer Value Proposition (EVP). They also wanted to create content that would target talent in several critical hiring areas: engineers, sales, precision diagnostics and marketing transformation. They partnered with Stories Inc. to create an employee story series. In early 2020, the teams planned visits to several of Philips’ U.S. offices to uncover and capture those stories. 

Then, the pandemic hit. 

Travel and onsite production were impossible. 

The teams needed a virtual employee storytelling solution that wouldn’t sacrifice production value, while still giving candidates valuable insight into Philips’ culture. 

Adjusting the Plan

Staying true to their deep history of innovation and creativity, Philips was up for trying something new. They were the first company Stories Inc. worked with to develop a solution for uncovering stories virtually to reflect our disrupted world of work. 

The team quickly adjusted their story gathering methods to a virtual process that still honored the employee storyteller experience. The Stories Inc. team facilitated interviews that uncovered engaging, real stories and preserved the employee storyteller experience. But rather than face to face, the interviews happened screen to screen.

Instead of filming in the Philips office, the employees were interviewed from the safety of their own home offices. The Stories Inc. team adapted their most important in person production processes to accommodate employees working from home, while still maintaining high visual and audio quality. It was also important to create visual and audio consistency among every employee storyteller. 

And, with change and innovation, opportunity arrived. A virtual storytelling experience removed geographic barriers, so Philips quickly expanded their storyteller participation to include team members from outside the US, too. A total of 12 team members from four countries—Brazil, Mexico, Panama, and the United States—shared stories of their Philips employee experiences and roles. Not only did this result in additional perspectives, the video series could now be used in more ways that could target talent outside the US as well. 

Honoring Employee Stories

Storyteller comfort is essential to uncovering powerful stories. 

It was important to bring as much of the in person interview experience to the virtual process. Each storyteller was shipped a custom video kit with HD video and audio equipment, lighting, a green screen and a detailed set up guide. Ahead of the interview, Stories Inc. walked each storyteller through the tech setup and spent time preparing them for the conversation. 

On the day of their interview, Stories Inc. spent time with each Philips employee storyteller testing the audio and video so that the storytellers felt confident that they looked and sounded great. 

As a result, the team found that the employee storytellers were extremely natural, relaxed and engaged during filming. The facilitated interviews themselves ran longer than planned—not due to technical difficulties, but because storytellers had so much to share! For the Spanish- and Portuguese-language interviews, professional translators joined the interview so storytellers could share their experiences in their native languages (although many storytellers were multilingual). 

Interested in capturing stories from your team members?

Post-production creativity .

After the stories were uncovered and captured, the Philips and Stories Inc. teams were able to follow the professional post-production process they had planned pre-COVID. Graphics, b-roll footage, photography, music and captions (in multiple languages) were incorporated into the editing process to supplement the stories. 

The videos series includes six single-storyteller videos featuring personal and professional stories. Consistent visual and audio quality supported six additional video compilations, weaving together several team member perspectives to bring complex concepts like EVP and culture to life. 

The Employee Story Series 

The Philips employer branding and recruitment marketing teams were extremely happy with the employee story series. Maria Eugenia Velandia, Manager, Employer Brand & Recruitment Marketing, The Americas at Philips says,

“We are very proud of the work that was done for the Employee Stories series. We were able to adapt to the challenges that the pandemic presented to us and produce an outstanding series of videos that truly represents Philips, our brand, our culture and our purpose.” Maria Eugenia Velandia, Manager, Employer Brand & Recruitment Marketing, The Americas at Philips

The 12 videos communicate Philips’ culture and EVP, and also serve specific hiring needs, targeting candidate personas. 

Philips Culture and EVP

These three EVP videos directly ladder up to the three pillars of Philips’ EVP. 

At Philips, you reach your highest potential

This compilation video features several team members, in various positions and locations, sharing stories of ways they’ve been mentored and had opportunities to lead and grow at Philips. 

At Philips, we create impact 

Team members share stories of the direct connection they feel to the Philips company mission in this compilation video. They tell of the link they feel to the strategies they are developing and the changes they’re contributing to in healthcare. 

At Philips, our culture is unique 

Professional and personal stories of employee experience communicate out-of-the-ordinary support and appreciation for team members, and a one-of-a-kind way of thinking and working together. 

Identifying Opportunities 

Erika, part of the Quality and Regulatory team, shares a story of identifying a problem and seeing it as an opportunity. She tells how it resulted in developing a new product, and shares that process, from investigation to troubleshooting to completion. 

Mentoring youth at Philips

Research scientist Amir shares the story of his idea to launch a program to mentor youth from the community by introducing them to STEM practices in healthcare. His story communicates Philips’ culture that supports employee’s ideas and investing in the healthcare leaders of tomorrow. 

Liderando equipos en Philips (Translation: Leading teams at Philips)

Lin’s stories of a long career at Philips, full of leadership and growth, communicate Philips’ internal mobility and career opportunities. Recorded in both Spanish and English, this multilingual storyteller content can connect with global audiences. 

Philips key hiring area: Sales 

Demystifying patient care at philips .

Kim shares stories from her career on the sales team at Philips, from special scanners to mentorship opportunities.

Innovación y crecimiento (Translation: Innovation and growth) 

Alejandra tells us about her experience in the sales team and how Philips has helped her develop in her professional career.

Philips key hiring area: Precision diagnostics 

Precision diagnostics at philips .

Krishna shares his passion for the Precision Diagnostics work, mission, and the impact the business is having.

Philips key hiring area: Marketing transformation 

Marketing transformation at philips .

Members of Philips’ marketing transformation team share their experiences and stories of helping find solutions in the healthcare market. They explain the personal, intangible rewards of being part of innovations that help patients personally, and change the market globally.

Philips key hiring area: Engineering  

From the technology to the device at philips .

In this video optimized for social channels, team member Jonathan tells how different engineering teams work together in shared purpose at Philips. 

Colaboração em uma empresa global (Translation: Collaboration in a global company)

Engineers working in architecture and software development at Philips in Brazil share stories that show that their jobs go far beyond writing code. They share how their innovative solutions help thousands of patients each year. Recorded in Portuguese, this video serves as great regional recruitment marketing content. And, its additional versions with subtitles in English and Spanish provide strong global content, too. 

Bonus Video

Philips cares for employees.

Erika shared an incredible story that communicated the deep, authentic care Philips shows employees. We didn’t want to leave this great story on the cutting room floor, so we captured and produced this one as a gift for the Philips team. 

A pandemic did not stop the Philips brand team from innovating

The Philips employer brand team was able to collect compelling stories of its culture and execute its recruitment marketing content plan … even in the midst of the global COVID-19 pandemic. As true to their brand, reputation and history, Philips was flexible, innovative and creative in the face of a challenge. They were able to create compelling recruitment marketing content that supported their hiring goals. 

Additionally, this new process Latin American team members to be included in the project. Stories Inc. used the virtually-captured footage and wove it together with Philips’ b-roll, original graphics, captions and more professional post-production techniques. The results were videos honoring the stories, and brought Philips’ EVP, targeted team cultures, and universal culture to life. 

Did our Philips case study provide you with inspiration to capture stories from your team members?

Contact us to discuss how stories can communicate your culture..

Philips Segmentation Case Study

• First Online: 10 March 2017

Cite this chapter

• Sanchay Roy 3 ,
• Knut Alicke 4 &
• Maren Forsting 5  

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Philips is one of the largest electronics companies worldwide and is headquartered in Amsterdam. In 2014, Philips generated an annual sales volume of €21,391 million and a net income of €411 million. However, Philips faced several challenges regarding its supply chain performance in the CL sector. These included: (a) a complex distribution structure; (b) high complexity in its portfolio; (c) low forecast accuracy; and (d) unreliable suppliers. In the following chapter, we provide a concrete example of a successful supply-chain segmentation project that was implemented by Philips. We provide an overview of the company background discuss specific challenges and the initial situation. We elaborate on the segmentation criteria and explain the supply chain strategies for each segment. Finally, we discuss the implementation challenges and key factors for success and summarize the benefits for Phillips.

• Supply Chain
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Inventory levels were measured in percent of material sales.

The turnover rate indicates the number of times that the inventory is sold per period. Slowly turning inventory has two main negative impacts: inventory holding costs are higher and the company is less responsive to changing customer requirements.

The supply chain cost, measured in percent of sales, included import duties, warehousing, transportation, and administrative cost.

The service level was measured as “on time in full” (OTIF) delivery. This measure indicates how many orders are delivered on time and without any articles missing.

Bibliography

Philips. (2015a). Annual Report. Innovation for a healthier, more sustainable world . Philips, Koninklijke.

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Philips. (2015b). Our heritage. Philips, Koninklijke.

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GM Continuous Improvement, Shell International, Rijswijk, The Netherlands

Sanchay Roy

Supply Chain Management Practice, McKinsey & Company, Inc., Birkenwaldstraße 149, 70191, Stuttgart, Germany

Knut Alicke

Cologne, Germany

Maren Forsting

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Correspondence to Maren Forsting .

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Department SCM & MS, University of Cologne, Cologne, Germany

Margarita Protopappa-Sieke

Ulrich W. Thonemann

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Roy, S., Alicke, K., Forsting, M. (2017). Philips Segmentation Case Study. In: Protopappa-Sieke, M., Thonemann, U. (eds) Supply Chain Segmentation. Springer, Cham. https://doi.org/10.1007/978-3-319-54133-4_4

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Philips versus Matsushita: The Competitive Battle Continues

• Format: Print
• | Pages: 20

About The Author

Christopher A. Bartlett

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Customer Stories / Healthcare

Philips HealthSuite Platform Speeds Healthcare Innovation on AWS

Overview | Opportunity | Solution | AWS Services Used

Unlimited scalability

Simplifies monitoring.

Simplifies remote patient monitoring

Connects and manages devices

In the cloud

Integrates, analyzes, and stores

Multiple sources of data

Speeds Time-to-Market

For healthcare solutions

Healthcare technology company Philips wants to drive out inefficiencies in every aspect of the industry, from prevention to diagnosis, treatment, and home care. To achieve this, Philips is striving to help healthcare providers address the “Quadruple Aim”: improved patient experience, better health outcomes, improved staff experience, and lower cost of care. Dale Wiggins, vice president and general manager of the Philips HealthSuite Platform, says, “At HealthSuite Platform, our job is to enable the innovations and get them to market in an effective way so that all four of those dimensions can be met.”

However, healthcare providers face barriers in their attempts to address the “Quadruple Aim.” For example, regulatory issues and standardization—or lack thereof—can fuel the creation of siloed systems. “The greatest barrier to shared-resource efficiency seems to be inertia,” says Jan van Zoest, chief architect at Philips. “Hospitals and healthcare systems have traditionally had very disparate architectures with siloed data that they sometimes have trouble sharing internally, much less externally. This complicates everything from improving care to reducing costs to building new software solutions. It can even harm patients.”

Opportunity | HealthSuite Enables a Connected Health Ecosystem

Philips has been working for years to help the healthcare industry overcome these challenges through the Philips HealthSuite Platform. It consolidates patient records, data from wearable or home-based remote medical-monitoring equipment, and information from insurance companies or healthcare organizations.

HealthSuite Platform—which offers digital services, capabilities, and tools built natively on Amazon Web Services (AWS)—began as a data-exchange network. Its primary function was to create links that consolidate records data from a healthcare provider’s partners and satellite offices with Philips devices designed to help monitor the health of patients at home. Built as a managed service on AWS, it will be able to take advantage of new AWS functions and features including machine learning–based application development and analytics that can not only be deployed in the cloud but also extended on-premises at the edge.

“Philips has been building clinical software applications for decades, so we understand how they need to work,” says Wiggins. “Using AWS, we've built that expertise into HealthSuite with timesaving custom services and templates to answer concerns specific to the healthcare space.”

HealthSuite Platform helps customers improve their efficiency and service quality with services including connections to clinical-grade smart devices, repositories for clinical and device-telemetry data, and a built-in framework to ingest, manage, and analyze healthcare data.

On AWS, customers pay for only the resources they need to connect any internal or external customers and partners. They can also build solutions for connected devices and deploy web, enterprise, or customer applications. And, because AWS offers a single programming model for cloud and edge devices that can take advantage of the same robust security services and features, customers can significantly shorten the development lifecycle, reducing costs. “The HealthSuite Platform provides the means for Philips and our partners to bring new healthcare solutions to market faster by helping them avoid the time-consuming work needed to be as secure and compliant as possible,” says Ad Dijkhoff, head of HealthSuite Platform business development at Philips.

AWS helps us differentiate the HealthSuite Platform by enabling us to provide exceptional data security and privacy off the shelf for our customers around the world."

Dale Wiggins Vice President and General Manager of Philips HealthSuite Platform, Philips

Solution | AWS Infrastructure a Key to Security and Scale

Building HealthSuite Platform on AWS makes it easier for Philips to compete for healthcare business. “By running the HealthSuite Platform as a managed layer on top of AWS services, it's easier for us to offer a platform that checks all the boxes required in the healthcare space,” says Dijkhoff. “This includes the right infrastructure, compliance tools, and audit trails—everything our internal and external customers need to get off their plates so they can concentrate on improving patient outcomes.”

Even more important than the dynamic scalability and stability of AWS are the built-in governance capability and proven tools that customers can use to deal with privacy and security issues, rather than building everything themselves. AWS offers the most complete set of cloud services that make it easy to securely deploy and manage edge devices and supports more security standards and compliance certifications than any other provider. “With its many HIPAA-eligible services, strong security tools, and unlimited scalability, AWS helps us differentiate the HealthSuite Platform by enabling us to provide exceptional data security and privacy off the shelf for our customers around the world,” says Wiggins. “The most important thing we have to ensure for HealthSuite Platform customers is that we get data security and privacy right—and that we do so cost-effectively.”

The AWS infrastructure underpinning HealthSuite Platform includes dozens of AWS services, from the edge to the cloud, which are chosen for their ability to integrate effectively into packages that help Philips customers get products and services to market quickly. Five years ago, when Philips was focused on creating a reliable, real-time network connected to devices that caregivers used to monitor patients in their homes, it began relying on AWS IoT Core to easily and securely connect those devices to the cloud.

Now, the integration of data from more edge devices and advanced, often AI-powered analysis of that data have become more important. Philips uses Amazon Kinesis to collect, process, and analyze real-time streaming data, and it relies on Amazon API Gateway to create, monitor, and better secure APIs at any scale. “The two main reasons we chose AWS are the breadth of services and the ability to scale,” says Wiggins. “Scalability was vital given the huge volume of data you have with some use cases. We can provide new applications and analytic capabilities using the elasticity of cloud-based resources that we weren’t able to do before and that hospitals couldn’t afford.”

As time goes on, the ability to help customers get more value from the same data will become at least as important as the ability to scale. “One of our main focuses up to now has been moving data to the cloud,” says Wiggins. “Next, we’ll be looking at novel ways of putting that data to work to help customers improve, such as by adding machine learning and other AI integrations.”

To learn more, visit aws.amazon.com/health .

About Philips

Philips is a leading health technology company focused on improving people's health and enabling better outcomes along a continuum from healthy living and prevention to diagnosis, treatment, and home care. Philips leverages advanced technology as well as deep clinical and consumer insights to deliver integrated solutions.

AWS Services Used

Aws iot core.

AWS IoT Core is a managed cloud service that lets connected devices easily and securely interact with cloud applications and other devices. AWS IoT Core can support billions of devices and trillions of messages, and can process and route those messages to AWS endpoints and to other devices reliably and securely.

Learn more »

Amazon Kinesis

Amazon Kinesis makes it easy to collect, process, and analyze real-time, streaming data so you can get timely insights and react quickly to new information. Amazon Kinesis offers key capabilities to cost-effectively process streaming data at any scale, along with the flexibility to choose the tools that best suit the requirements of your application.

Amazon API Gateway

Amazon API Gateway is a fully managed service that makes it easy for developers to create, publish, maintain, monitor, and secure APIs at any scale. APIs act as the "front door" for applications to access data, business logic, or functionality from your backend services.

Explore Philips' journey of innovation using AWS

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Philips versus Matsushita: The Competitive Battle Continues

By: Christopher A. Bartlett

Describes the development of the global strategies and organizations of two major competitors in the consumer electronics industry. Over four decades, both companies adapt their strategic intent and…

• Length: 20 page(s)
• Publication Date: Dec 11, 2009
• Discipline: Strategy
• Product #: 910410-PDF-ENG

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Describes the development of the global strategies and organizations of two major competitors in the consumer electronics industry. Over four decades, both companies adapt their strategic intent and organizational capability to match and counter the competitive advantage of the other. The case shows how each is faced to restructure as its competitive advantage erodes.

Learning Objectives

To illustrate how competitive strategy depends on a company's organizational capability, which is often deeply embedded in a company's administrative heritage. Shows the limits of both the "global" and the "multinational" models.

Dec 11, 2009

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910410-PDF-ENG

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Philips Case Study Analysing The Organisational Behaviour

Task: This study focuses on the way in which Philips has transformed its organisation and culture in order to flourish in the modern competitive world. Organisations today operate within an environment of change. As this environment is so dynamic, it is crucial for organisations to constantly ‘reinvent themselves.’

The biologist Brian Goodwin drew a parallel with the natural world when he said of organisms - “what you do not want to do is to get stuck in one particular state of order.” It is important, therefore, to continually adapt and move on. Nowhere is this more true than in the modern business environment, where today’s technology becomes out-of-date within a short span of time and in which there is intense global competition as firms jostle for the new “huge markets” that are opening up.

Turning things round Philips is one of the world’s leading electronics companies. Its products are diverse and range from coffee makers to silicon chips, from recordings of Mozart’s symphonies to cancer screening systems. Philips has been at the forefront of electronic innovation since 1891, registering some 65,000 patents and has been responsible for many of this century’s greatest, most useful products:

• Electric Shaver
• Audio Cassette
• Video Cassette Recorder
• Compact Disc
• Energy Saving Lamps

The 1980s was a significant period for the electronics industry over which enormous changes took place worldwide. These included:

• a period of high growth for the consumer electronics market.
• innovative new products were introduced, many driven by Philips, such as VCRs and CDs.
• the actions of newer competitors, many of which were entering the electronics market for the first time, were underestimated.

This rapidly changing industry was signified by better quality products with higher reliability and value for money. Many of the competitors, particularly from Japan, had advantages over Philips and this was particularly marked in TV sets, a traditional Philips marketplace. These Japanese companies gained economies of scale to provide them with a volume advantage, which enabled them to reduce their prices. The net result was that many well-established companies were simply swept aside, such as Thorn and RCA. This meant that only Thompson (in France) and Philips were left as major consumer electronics companies in Europe. This was a difficult time for Philips. Over this period it continued to innovate, which helped it to survive many of the threats and challenges to its competitive position, but barely grew. New products such as the Video 2000, a video system developed to compete with Betamax and VHS videos, failed because Philips had begun to lose touch with the market. Market share was falling, as were shareholder returns and share values, which meant that external investors and analysts were becoming more critical.

There was a sense of complacency inside the company - ‘we will survive because we always have and we are Philips!’ The warning signs were largely ignored. Approaching 1990, the company was faced with a serious financial crisis, posing a real threat to the future of the business. The crisis triggered a change of leadership with the appointment of Jan Timmer as Chairman, who embarked upon a reappraisal of the inefficient structure of the company.

Benchmarking performance Jan Timmer called the top 100 managers of the company together for the first time, which included the Board of Management, Product Division and Country Managers. They decided to benchmark the performance of Philips against their competitors. This involves comparing key indicators against those of other organisations. They were forced to conclude that drastic changes were required as Philips’ performance did not measure up to the competition. Three main steps were initiated:

1 Restructuring and cost-cutting. The first and most painful step was to do more work with fewer people. Changes were to reduce the number of staff by around 15%, roughly 45,000 people. The changes also involved product rationalisation. The company was simply involved in too many product areas and the business justification for this was weak. 2 Creating a movement for change - the Centurion programme. There was a need for a fundamental change to the way the business did things in order to get a reasonable return on capital employed. At the heart of this was a return to the basic principles of cost management which involved making products which customers wanted to buy and earning a margin. There was also a need to increase the accountability of individual business units. At the same time it was important that individuals should become aware of customer needs and then recognise the need to achieve world-class performance. Throughout this period the establishment of benchmarks helped to identify and sharpen activities so as to achieve this. ‘Operation Centurion’ led to the creation of a smaller business with more focused activities, its central theme though was to influence the way Philips was managed. New styles and attitudes to management were needed. 3 Implementing change. Change projects were developed at all levels from corporatewide task forces at the top of the organisation down to local change projects on the shop floor. For example, company-wide task forces introduced ‘Customer First,’ aimed to make staff aware that customers’ needs are the number one priority and this led to many initiatives, including ‘Customer Day.’ Local projects included reducing the backlog of orders.

First steps The top 100 managers of the company continued the process by holding discussions and decision-making meetings with managers at the next levels (Centurion II and III) until thousands of managers were involved in a worldwide cascade of meetings. At ground level within the organisation this then translated into “town meetings” eg: meetings between everyone in a particular unit. The heart of these meetings was the two way communication process (up and down). All employees were asked to raise challenging questions, to express their opinions and make suggestions. Managers gave information, answered questions and made decisions - on the spot.

Culture The series of meetings and the communication process that was created by Centurion acted as a catalyst and created a framework for thousands of improvement projects by teams at all levels. At Centurion I meetings, task forces were appointed to create sweeping changes on company-wide issues. Managers at the next level made a commitment to improving business performance through ambitious breakthrough projects. Town meetings and team discussions generated a stream of local improvement projects. As a result, thousands of projects to improve business performance were launched....a cascade of initiatives! What the Centurion project was actually doing was encouraging a cultural shift in the way the organisation operated by encouraging employees to take more responsibility for decisionmaking at every level - this process is described as ‘empowerment.’ Empowerment is based on the belief that if you allow individuals who are directly involved in production processes to contribute their knowledge and expertise to decision-making, then the results are likely to be much better than if everything is dictated downwards by management. The benefits of such empowerment resulting from Centurion can be highlighted by two examples:

Reducing an order backlog At a critical point one section of Philips had £20 million worth of overdue orders. This meant many dissatisfied customers. In addition, Philips was faced with cash flow problems as they could not bill their clients. As a result, Philips assembled a project team with members from every department involved in the delivery process. The team appointed an owner for each overdue order, sorted out the immediate problems, looked for causes and found solutions. Delivery reliability improved by 75% after one year.

Shorten development time The development of a critical new product was seriously behind schedule, so that a year’s delay was expected. At a Centurion meeting the urgency of the situation was recognised and a task force set up. The task force quickly identified key problems and set up cross-functional work groups to solve them. The new product was launched six months ahead of schedule and became a tremendous success! A number of company-wide issues were identified at Centurion I meetings and these came to shape the focus of areas of company policy. For example, the initiative “Customer First” was set in motion to ensure that all Philips people focused their work on satisfying both internal and external customers of the organisation. Other key initiatives were:

• Emphasising ease of use as a key feature of all Philips products.
• Carrying out initiatives to develop the capabilities of managers.
• Upgrading the Philips image and unifying the “look and feel of its products.”
• Focusing on dealing with only the best suppliers.
• Taking positive measures to ensure a smooth cash flow for the business

Evaluation At the end of 1992 a survey was carried out of the Centurion project, involving 1,500 Philips people in 15 countries. The results of the survey were mixed: On the critical side - the evaluation showed that there was still a long way to go in managing cultural change, but at least the benefits were starting to materialise. This can be seen by a number of financial indicators. Philips decided to move Centurion forward into a new phase of development. It was felt that the change process should be simplified so that people could understand it better. Philips decided to take fewer new initiatives and to place more emphasis on making existing initiatives work, they began to realise that looking at issues across departmental boundaries (process management) is a key determinant for success. The new emphasis was on creating a clear set of values that would focus on the most important factors for the company: Without customers there is no business. Therefore customers’ needs influence all of Philips’ decisions and actions. Within the organisation today there is a strong recognition that everyone contributes to the satisfaction of customers as part of a process which supplies value to the customer. Hundreds of customer surveys are carried out every year. All of this is made possible by creating a highly motivated workforce. ‘Philips people are the company.’ Dedication, imagination and creativity bring competitive advantage. Philips recognises that people contribute their best when they know that they are appreciated for what they do. By setting up work teams, individuals have scope for growth and development within a framework of mutual support. Employee surveys have been carried out throughout Philips from 1994 onwards.

Philips has set out to create excellent value for customers by setting up a detailed quality framework to systematically assess business performance. In terms of profits, financial results are checked at every level and in all units of the organisation. In terms of enterprise, Philips is continually finding new ways to serve customers, improve quality and make money.

Communications strategy In September 1995 Philips introduced “Let’s make things better,” its new global communications strategy. Philips’ image as a provider of technically advanced, quality products remains relatively strong. The company believes, however, that its new “Let’s make things better” campaign can further strengthen brand image in the eyes of tomorrow’s consumer. An essential aspect is that this strategy is not about communicating differently: it is about thinking and acting differently as a company and as individuals. The words “Let’s make things better” embrace a duality: a desire to make better things through innovations and products so that people will say “I want to buy that”; and also a commitment of the entire Philips organisation to continue to make things better and affect people’s lives positively.

Today, Philips operates in a way which is quite different from the way it did in 1990. Today the emphasis in Philips is very much on its people, who are the driving force behind an organisation which is geared towards the customers and providing quality products. Today it is not technology but people who are at the heart of Philips. Its advertising is, therefore, more than just a campaign. It is not surprising that the advertising centres on the people who personally “make things better” in their work; the story is that of Philips as a whole – the values and beliefs of a winning company, with an unequalled record of innovation. People today have begun to look at Philips not as just another manufacturer, but as an organisation made up of people with a mission, with know-how and ideas that make a positive difference in their everyday lives

Conclusion After five years of focusing on internal restructuring to make Philips lean and competitive, it was felt that the time was right to “go public” with a simple, hard-hitting expression - “Let’s make things better.” What this statement says about Philips is that at Philips:

• they strive to be the best at what they do and refuse to accept that their best efforts cannot be bettered.
• they value the contribution of each individual and the power of a team with shared ideas and beliefs to make a real difference.
• they recognise that as a world-class company, Philips has a wider responsibility to customers, partners, local communities and shareholders, than simply meeting the needs of the balance sheet.
• that they accept that Philips must continually evolve to meet the changing needs of customers and that they are prepared to put themselves and their reputation on the line to do so.

“Let’s make things better” is the new company theme worldwide. From now on Philips will speak with one voice and show one face to all target audiences across all product groups and regions. Source: http://businesscasestudies.co.uk/philips/making-things-better/introduction.html accessed 13 August 2019 The following journal article is included in your resources: Karsten, L., Keulen, S., Kroeze, R., & Peters, R. (2009). Leadership style and entrepreneurial change The Centurion operation at Philips Electronics. Journal of Organizational Change Management, 22(1), 73–91. https://doi-org.libproxy.ara.ac.nz/10.1108/09534810910933915

Question Please note the marking for the following is based on the depth of answer, and upon appropriate contemporary references.

1. Critically analyse the change events at Philips. Your answer should include:

• Outline a Lewin’s force field analysis to identify and explain the driving and restraining forces relevant to this change.
• Discuss the organisational change strategy including details of key stakeholders, the timeframe, dealing with resistance to change and leadership strategies.
• Evaluate the outcomes of the change strategy.

2 Critically evaluate the effects (consequences) of the change for:

• individual employees
• departments/countries/teams and
• the organisation

Introduction Organisational behaviour illustrated in this Philips case study considered to be the study for individual and group performance as well as activity in a company. The particular area based on the study is known to examine human behaviour within a working environment along with determining the impact upon performance; leadership; job structure; motivation and communication as well. Hence, the present assessment focuses upon the Philips case study, the company of Netherlands (Company - About | Philips. 2019). This is considered to be a Dutch multinational conglomerate corporation which is headquartered within Amsterdam and is also renowned as the largest organisation of electronics within the whole world which recently emphasizes upon the area of lighting and healthcare as well.

1. Critical analysis of Change Event  (a) Lewin’s Force Field Analysis for identifying and explaining restraining and driving forces. In order to evaluate organizational transformation effectively, the Force Field Analysis is essential as it helps to identify effect of transformation successfully. Based on application of Force Field Analysis of Lewin, it has been identified that driving forces and restraining forces both are having significant importance for implementing changes effectively. According to Lewin driving forces always try to initiate changes effectively and on the other hand, restraining forces try to protect change (Mansouri, Singh & Khan, 2018). Based on Philips case study analysis, it has been found that in the modern changing environment, the company has tried to provide diversified products to the customers. The particular industry is known to be changed in a rapid manner which has been signified through good quality products with higher value and reliability regarding money. However, it has also been evidenced from the present Philips case study that in the year of the 1980s, enormous changes have taken place within the industry of electronics which are mentioned below:

• A period based on higher growth for the market of customer electronics 
• The actions related to newer competitors most of which has entered the market of electronics which were underestimated.
• Introduction of new and innovative products from which, most of it has been driven through Philips like CDs and VCRs. 

Nevertheless, when the company launched new products such as video systems for competing with the VHS videos and Betamax; these failed as the respective organisation was found to lose its touch within the market (Centre, 2019). Hence, this crisis of the Philips triggered the change in leadership along with an appointment associated to Jan Timmer being as a Chairman who has been embarked within reappraisal for inefficient organisational structure. Thus, the driving forces of the particular company can be explained through the application of Lewin’s force field analysis. The company made use of this analysis which was created by Kurt Lewin and the idea for this analysis is known to be the situations which are generally maintained through an equilibrium within the forces which drives changes as well as others which can resist change (Larijani & Saravi-Moghadam, 2018). Thus, the purpose for making use of this analysis within the company was for distinguishing upon the specific factors in the organizational structure and to analyse these factors for informing decisions which are able to make the changes much more acceptable.

(b) Organisational change strategy  As it has been evidenced from the Philips case study, Jan Timmer was appointed as a Chairman for making changes within leadership and also involved the Board of Management; Country Managers and Product Division. It was decided by them to benchmark Philip’s performance against the competitors. This has included the comparison of key indicators over the other competitor companies. Hence, through this, they have been forced for concluding about the drastic changes that were required as per the performance of the respective organisation that did not even measure based on the competition. The initiation of three steps is mentioned below:

Cost cutting and restructuring was the first discussed step in this Philips case study which represented most of the work to be done without adequate workers (Adegbite et al., 2018). The changes have been to reduce the staff numbers over 15% that came to be 45,000 which also involved the changes leading to product rationalisation. 

Creation of the movement for a change has also been renowned as Centurion programme which was formed for a fundamental change regarding the ways through which businesses were known to do things for getting a reasonable return upon the employed capital. 

Implementation of the change led to the project change that has been developed within all levels through the corporate wide forces of task within the top of the company over the local projects leading to change upon the shop floor (Barbaranelli et al., 2019). 

Apart from these changes, the company explored in this Philips case study has also undertaken the changes in leadership and culture which helped the company to rise within the market. Thus, through all these above variations, the organisational change strategy took place for the concerned organisation. Based on the strategies that have been applied for a change in the organisation, Philips also emphasized upon the communications strategy which focused upon the slogan which is “Let’s make things better”. The company had believed about this respective campaign that can strengthen the image of the brand for the customers (O'Grady, 2018). The significant aspect based on this particular strategy discussed in this Philips case study does not simplify about different communication rather, it emphasized upon acting and thinking in a different manner as the individuals and the company itself. Thus, this innovation upon the strategy resulted in a commitment for the organisation for continuing about the things to make it better and this also affected the life of the people in a positive manner. Thus, the organisational changes and strategy involved the stakeholders of the company along with the timeframe which dealt with the resistance within leadership strategies and change in the company. This ensured the organisation regarding the effective maintenance of the company processes and the teams as well.

(c) Evaluate the outcomes of the change strategy As per the views of (Olivier-Pijpers et al., 2018), a restructuring based on the marketing plan and business of the organisation is considered typical for achieving a significant objective. A strategic change may involve shifts within the corporation policies; mission of the organisation; target market and organisational structure. Change management strategy is able to increase the effectiveness of the work processes that may be made for satisfied customers and employees as well. Managed change is also beneficial for minimising the change resistance. This improves the quality and productivity of the work along with the morale. However, collaboration, cooperation and communication are also improved as well as the planned approach for change also minimizes anxiety and stress. Thus, as per the above change strategies that have been applied in the Philips case study, it has been evidenced that in the recent scenario, philips is known to operate in such a way which has been quite different as compared with the operations in the year of 1990. Currently, the emphasis of the organisation is known to be within its people who seem to be the driving force beside any company which has been geared for the consumers and is also known to provide quality based products as well. Now it is considered to be the people rather than the technology which leads the concerned organisation. 

2. Provide a Critical evaluation of the effects of change in the Philips case study (a) Individual employees It has been observed from the Philips case study that, before leading to any organisational changes within Philips, the employees of the company were asked for raising certain challenging questions for expressing their opinions along with making suggestions. The managers were found to provide information regarding the questions and also made spot decisions. Based on the Centurion Project of the respective company, it was found that the managers within next level had made decisions for commitment towards improvement of business performance regarding ambitious projects (Paull & Whitsed, 2018). Thus, conducting this particular project was known to encourage the cultural shift within the operational way of the organisation through the encouragement of individual employees for taking more and more responsibility regarding the decision making process in each and every level. This specific process has been termed as empowerment of the individual employees for being involved directly within the production process for contributing their expertise and knowledge for decision making. Hence, the change within the concerned organisation also empowered the employees of the company and as a result, the customers are known to look into the organisation as working with the people rather than the technologies.

Along with encouraging individual employees within the organisation regarding the development of business performance, Philips has considered the cost cutting and restructuring policy. This policy discussed in Philips case study has negatively impacted employee performance to some extent as Philips Company has adopted the strategy of reducing employees of 15% for managing their organisational performance. Hence, based on evaluation of change in organisational performance of Philips, it has been identified that the changes have both positive and adverse impact on individual employees. The evaluation reveals changes in strategies have created complex situations as mentioned in this Philips case study and both positive and negative steps have created new business policy to the company. The termination of employees has not been positively accepted by employees and it has created conflict in the organisational environment.

(b) Departments/ countries/ teams As per the benchmarking performance of the Philips case study, it has been evidenced that incorporation of change in leadership led to contact with Jan Timmer being a chairman of the company who has called 100 managers for the organisation and also involved Country managers and product division along with the Board of Management for deciding to benchmark company performance against the competitors of Philips. This had involved the comparison within the key indicators over the other companies (Hadi Abdullah & Atshan, 2019). Hence, according to them, drastic changes were needed within the performance of the company which did not measure in competition. However, reduction of order backlog also took place in the company where the organisation has faced the problems of cash flow due to not billing their clients in a proper manner. This resulted in assembling a team for Philips as project team along with many members through each department of the organisation within the delivery process. This team was found to appoint an owner regarding the overdue orders and also sorted immediate problems as well. Furthermore, the particular team also looked for the causes as well as found solutions to it. As a result, the delivery reliability was improved through 75% after a year.

Apart from this, according to the Philips case study, Philips was found to decide for moving the Centurion forward within the new phase based on development. However, it was evidenced that the process of change needed to be simplified for making people understand in a better manner. This made the company to take certain initiatives and to emphasize more for making the existing initiatives work in a proper way and this made the organisation realise about looking towards the issues of departmental boundaries that is process management which has been a key determinant regarding success. On the other hand, as per the effects of change, it was also evidenced in this Philips case study that the series based on communication process and meetings created through Centurion has acted like catalyst and also created the framework regarding several improvements within the projects through the team over all the levels (Engelbrecht, Kemp & Mahembe, 2018). Thus, as a result, by fixing teams of work, individuals had scope related to development and growth in the framework based on mutual support. On the basis of the overall evaluation, it has been identified that changes have been implemented in case of various types of projects. This is because the company wants to improve the project performance of their organisation and the evaluation clearly reveals that changes have been effectively implemented by Philips for enhancing their performance in the market.

(c) The organisation As per the views of Tsai, (2018), without the customers, there cannot be any business within any organisational culture. Therefore, the needs of the customers influence all the decisions of the concerned organisation along with the actions. Based on the organisation, in the current scenario, as per the effects of the changes there has been a strong recognition about everyone for contributing towards the satisfaction based on the customers for the part of a certain process that is known to supply value for the customers. In terms of the organisational profits and the financial results based on the change of the organisation, it has been evidenced in this Philips case study that the company seems to set out for creating an excellent value regarding the customers through setting up detailed framework quality for systematically assessing the performance of the business. Hence, as a result of the changes that have been made in the particular organisation, it is found in the current scenario that Philips emphasizes upon its people who seems to be the driving force based on the organisation that has geared up towards providing quality based products to the customers. Thus, people are found to look towards the concerned organisation as such a company which is made up of mission and people along with innovative ideas for change that makes a positive difference within the people. The overall evaluation of the Philips case study reveals that a positive change has been made by the company for enhancing growth of the business of Philips in the competitive market. The restructure of business regarding product rationalisation has been positively accepted by employees and other stakeholders but the termination policy of employees has not been positively accepted. Hence, the restructure policy of the company mentioned in this Philips case study has both positive and negative impact on the organisational performance.

Conclusion As evidenced from the above discussion, the study has dealt with the Philips case study and highlighted the change events occurred within the organisation along with the effects faced from the particular changes. It has emphasized upon the internal restructuring of the company for making it competitive in the market and also to strive for being the best company. However, the Philips case study also mentioned about the Lewin’s Force Field analysis along with organisational change strategy as well.

References Adegbite, O. E., Simintiras, A. C., Dwivedi, Y. K., & Ifie, K. (2018). Philips case study Organisational Concepts and Theories of Adaptation. In Organisational Adaptations (pp. 27-48). Springer, Cham.

Barbaranelli, C., Paciello, M., Biagioli, V., Fida, R., & Tramontano, C. (2019). Positivity and behaviour: the mediating role of self-efficacy in organisational and educational settings. Journal of Happiness Studies, 20(3), 707-727.

Centre, I. (2019). Philips: Restructuring to Make Things Better | Strategy Case Study - Core Competency and Competitive Advantage Case Study. Retrieved 30 September 2019, from http://www.ibscdc.org/Case_Studies/Strategy/Corporate%20Strategy/COS0077.htm

Company - About | Philips. 2019. Retrieved 30 September 2019, from https://www.philips.com/a-w/about/company.html

Engelbrecht, A. S., Kemp, J., & Mahembe, B. (2018). The effect of altruism and integrity on ethical leadership and organisational justice. Management Dynamics: Journal of the Southern African Institute for Management Scientists, 27(4), 2-11.

Hadi, A. A., Abdullah, H., & Atshan, N. (2019). Effect of organisational integrity and leadership behaviour on organisational excellence. International Journal of Organizational Analysis.

Larijani, F., & Saravi-Moghadam, N. (2018). The effects of positive organisational behaviour on entrepreneurial personality and innovation. International Journal of Productivity and Quality Management, 23(2), 247-272.

Mansouri, A. A. A., Singh, S. K., & Khan, M. (2018). Philips case study Role of organisational culture, leadership and organisational citizenship behaviour on knowledge management. International Journal of Knowledge Management Studies, 9(2), 129-143.

O'Grady, S. (2018). Philips case study Organisational citizenship behaviour: Sensitization to an organisational phenomenon. Journal of nursing management, 26(7), 795-801.

Olivier-Pijpers, V. C., Cramm, J. M., Buntinx, W. H., & Nieboer, A. P. (2018). Organisational environment and challenging behaviour in services for people with intellectual disabilities: A review of the literature. Alter, 12(4), 238-253.

Paull, M., & Whitsed, C. (2018). Why authenticity in corporate and employee volunteering matters for employee engagement: an organisational behaviour perspective. In Disciplining the Undisciplined? (pp. 193-210). Springer, Cham.

Tsai, S. P. (2018). Philips case study Innovative behaviour of knowledge workers and social exchange attributes of financial incentive: implications for knowledge management. Journal of Knowledge Management, 22(8), 1712-1735.

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Nighttime Seat Belt Enforcement: A How-To Guide and Case Study Summary [Traffic Tech]

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• By United States. Department of Transportation. National Highway Traffic Safety Administration. Office of Vehicle Safety Research
• Corporate Creators: United States. Department of Transportation. National Highway Traffic Safety Administration. Office of Vehicle Safety Research
• Subject/TRT Terms: [+] Law Enforcement Night Night Visibility Occupant Protection Devices Seat Belt Use Traffic Safety Visibility
• Publication/ Report Number: DOT HS 813 538
• Resource Type: Brief
• Geographical Coverage: United States
• Edition: Traffic Tech
• Corporate Publisher: United States. Department of Transportation. National Highway Traffic Safety Administration
• Abstract: This edition of Traffic Tech briefly summarizes a how-to guide overview of best practices to conduct nighttime seat belt enforcement (NTSBE). That guide contains practical checklists for law enforcement agencies to consider when planning and implementing NTSBE operations. In addition, that guide describes NTSBE practices of case study states. More ▼ -->
• Format: PDF
• Collection(s): NHTSA - Vehicle Safety Research
• Main Document Checksum: [+] urn:sha256:44756c948483fef494cab7975b8dea2d18a82be7acd1068d1ba6820eb16b3b87
• Download URL: https://rosap.ntl.bts.gov/view/dot/73790/dot_73790_DS1.pdf

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Final Rule: Greenhouse Gas Emissions Standards for Heavy-Duty Vehicles – Phase 3

• 42 U.S.C. §7401 - 7671q
• 40 CFR Parts 86, 1036, 1037, 1039, 1054, 1065
• EPA-HQ-OAR-2022-0985

On this page:

Rule summary, rule history, additional resources.

• Regulations for Greenhouse Gas Emissions from Commercial Trucks & Buses
• Regulations for Smog, Soot, and Other Air Pollution from Commercial Trucks & Buses

Para información en español, haga clic aquí .

On March 29, 2024, the U.S. Environmental Protection Agency (EPA) announced a final rule, “Greenhouse Gas Emissions Standards for Heavy-Duty Vehicles – Phase 3,” that sets stronger standards to reduce greenhouse gas emissions from heavy-duty (HD) vehicles beginning in model year (MY) 2027. The new standards will be applicable to HD vocational vehicles (such as delivery trucks, refuse haulers, public utility trucks, transit, shuttle, school buses, etc.) and tractors (such as day cabs and sleeper cabs on tractor-trailer trucks).

The final “Phase 3” standards build on EPA’s Heavy-Duty Phase 2 program from 2016 and maintain that program’s flexible structure, which is designed to reflect the diverse nature of the heavy-duty vehicle industry. The standards are technology-neutral and performance-based, allowing each manufacturer to choose what set of emissions control technologies is best suited for them and the needs of their customers.

• Final Rule: Greenhouse Gas Emissions Standards for Heavy-Duty Vehicles -Phase 3 (pdf) (8.5 MB, pre-publication, signed March 2024)
• Proposed Rule: Greenhouse Gas Emissions Standards for Heavy-Duty Vehicles – Phase 3
• Fact Sheet: Final Standards to Reduce Greenhouse Gas Emissions from Heavy-Duty Vehicles for Model Year 2027 and Beyond (pdf) (185.2 KB, March 2024, EPA-420-F-24-018)
• Fact sheet in Spanish: Normas finales para reducir las emisiones de gases de efecto invernadero de los vehículos pesados modelos del año 2027 y posteriores (pdf) (191.6 KB, March 2024, EPA-420-F-24-019)
• Regulatory Impact Analysis: Control of Air Pollution from New Motor Vehicles: Heavy-Duty Engine and Vehicle Standards Regulatory Impact Analysis (pdf) (14.2 MB, March 2024, EPA-420-R-24-006)
• Response to Comments: Greenhouse Gas Emissions Standards for Heavy-Duty Vehicles: Phase 3 (pdf) (16 MB, March 2024, EPA-420-R-24-007)
• Redline Version of EPA’s Final Regulation for Greenhouse Gas Emissions Standards for Heavy-Duty Vehicles: Phase 3 (pdf) (6.5 MB, April 2024)
• Regulations for Emissions from Vehicles and Engines Home
• Greenhouse Gas