PRESENTED BY-

PRAGYA SINGH

RASHMI PANDEY

SWATI DAROLIA

SPARSH DIMRI

SHILPI SRIVASTVA

POOJA RATHORE

SHALENDRA MUKHARIYA

Established on September 30, 1996 through the demerger of

the former AT&Technologies business unit of

AT&TCorporation, which included Western Electric and Bell

Labs. Its stocks were widely held, and soared.

Lucent became a "attractive" stock of the investment

community in the late 1990s, rising from a split-adjusted

spinoff price of $7.56/share to a high $84.

Increased patient access to highly trained specialists,

advanced research, and outreach to more HMO

(Health Maintenance Organization) patients.

Improvement in leverage as there would be managed

care plans.

Unforeseen incompatibilities can always occur. No

matter how carefully the process is planned, and how

much information is taken into consideration, there

are always some eventualities that can occur. These

often do not become apparent until well into the

implementation process.

Internal change which occurs within the organization.

External change which originates outside the

organization.

Strategic change can take a number of forms. In

developing a strategy an organization identifies its

long-term aims and objectives and then develops a

strategy (which is really just a system for managing

long-term risks) for achieving these objectives.

In a manufacturing company operational change can affect any aspect of the production system plus any operational support functions.

Planned change is optional, but imposed change is not. Most organizations experience a combination of planned and imposed change.

It may also possible that there would be not so successful couplings, for instant - the merger between UCSF and Stanford research hospitals (SF Chronicle, 5/21/99) resulted in a loss of $11 million in the fourth quarter of 1998, and was expected to lose $60 million by the end of 1999.

McGinn failed to confront nonperforming executives or replace them with people able to act as decisively

Lucent consistently fell short of technical milestones for new product development, and it missed the best emerging market opportunities and the large amount of money was wasted because the company didn’t change work processes.

Lucent’s structure was cumbersome, and its financial control system was woefully inadequate that’s why executives could not get information about the profit by the consumer, product line or channel so they had no way of making good decision about where to allocate resources.

Lucent didn’t have the capability to get its products to market fast enough

Innovator’s dilemma

Pressure to meet unrealistic growth projections and extraordinary amounts of financing, credit, and discounts to customers, which had a very good looking balance sheet with 20 % growth but nothing was going right for them and the company amassed a huge amount of debt, largely from financing its acquisition binge that put it near bankruptcy.

Decreasing revenue and profit forced Lucent to sell business at fire sell prices.