Marconi PLCThe case deals with two major transformative organizational changes that occurred within 5 years at Marconi PLC. The first process of change occurred under the leadership of Lord Simpson who took over this large diversified conglomerate in 1996 when the company was in a mature phase, already in decline. The company was underperforming, had a rigid structure, lacked a clear vision, and employees had become change-averse and complacent. To recharge the company, Lord Simpson leads a change process with a clear vision with a strategy oriented towards growth, acquisition and a cultural change process for employees. To motivate employers to embrace cultural change, it has introduced an attractive stock option plan. The process of change began to produce results until the “Dot Com Bust” hit the industry like a “tsunami”. Like all other major players in the industry, Marconi plc faced a dramatic phase of decline and within a few months the company was hit by a crisis for survival from the peaks it reached following the change process introduced by Lord Simpson.Lord Simpson and some of the key members of his team had to resign and Mark Parton took over the company in September 2001. His fundamental challenge was to introduce new transformative organizational changes to save the company and return it to profitability. The case concerns the initial phase of this change process where the strategy involved the sale of non-core assets to generate the immediate liquidity needs to reduce debts and restructure and downsize the company to reduce losses. In the resulting situation of high demoralization of employers, Mark Parton had to carry forward the cultural changes introduced by Lord Simps...... half of the document ......nt presentation and a workshop was conducted in which they behaviors expected from Marconi leaders were conducted, for example• Being highly capable and respected for your contribution• Expressing what you think and feel clearly and honestly• Challenging the status quo, to improve company performance• Having trust and expect to be successful.• Be ambassadors for the company internally and externally.• Be great leaders, leading by example and living our shared values• Be good managers, consistently achieving results.Through this conference, Parton was able to convince Most of Marconi's top managers not only understand the change process initiated by him, but we also get their commitment to carry it forward. Although Mr. Parton faces enormous challenges, he appears to have at least made a good start in much-needed transformative organizational change for Marconi.