Q1.

Prepare a brief synopsis of the article, at least 250 words, stating the core essence of the
article.

Charles Schwab & Company following traditional services and culture, when technology
come apart in 2000, they were totally shocked due to investor come back into the Capital market
and they found itself caught in the middle of the Financial industry.
The company identifies the change and recognizes opportunity to reshape the destiny of
the company and they apply the strategy of full potential Transformation. Transformation is one
of those overused words in business, which can mean almost anything from a quick-and-dirty
restructuring to a full-scale corporate rescue. Full Potential Transformation in the most literal
sense: a cross-functional effort to modify the financial, operational and strategic trajectory of the
business, with a stated goal of producing game-changing results.
Every companys conditions and culture are different and exclusive. There is no fixed
solution for how a company choreographs and manages a broad, complex transformation. But
the right sequence and structure will always flow from a thorough analysis of the companys
health and the degree to which the business model must shift to remain (or become) world class.
It will also take into account the transformations unique risk shape, as well as the organizational
and cultural realities that can often gate change.

Q2. How, in your view is balancing of strategic and organizational imperatives establishes the
context of change for an organization? State the core rationales. (at least 300 words)[

Type of transformation do you need: change before growth slows afford themselvesthe
maximum time and flexibility to build an effective transformation strategy determining the right
timing and magnitude of a transformation can be less than obvious. The solution may be both
hard to discern and difficult tosell within the organization. Corporate leaders can establish the
right point of departure for a potential transformation by focusing on two vital things How far
must the companys business model shift to sustain (or revive) its growth? And how strong is its
current business, both financially and competitively? The answers will help determine the
magnitude of the required change and how quickly it must unfold.
Right choreography
Each effort to transform a company requires its own set of steps and should follow a thoughtful
sequence across the five core pillars of the business: strategy, operations, organization, customer
orientation and capital structure. Ideally, the sequence begins with a thorough analysis or
confirmation of the companys strategy
MANAGE CHANGE
It will depend on practical and cultural considerations. If the transformation is sweeping and
must happen rapidly, a centralized effort led by a high ranking,forceful executive is imperative.
But if thecompany is healthy enough to contemplate a more gradual transformation, it has more
options: Some organizations respond best to a centralized change management office, while
others prefer to manage change through the line.

Q3. Explain in your is the words, what core theme of choreography in the context of
organizational transformation? (at least 300 words)[

Choreography contributes as the most significant aspect in effort to transform a company.

The transformation in an organization requires its own set of steps and should follow a
thoughtful sequence across the five core pillars of the business: strategy, operations,
organization, customer orientation and capital structure. Ideally, the sequencebegins with a
thorough analysis or confirmation of the companys strategy, however, depending on a
companys unique organizational context and the health of its business model, made more sense
to address other sets of capabilities first in order to made early wins that can induce support from
stakeholders necessary for transformation. The issues need to address may encompasses financial
situation, ensuring correct position of employees in the job perspective, culture within the
organization as well as decision makers like CEO and board members are willing to adopt
transformation.
The level of transformation varies from organization to organization based on their
position based on their relative competitive position and degree of stability in business model i.e.
some needs little tweaking whereas other requires substantial transformation backed by top level
hierarchy. Choreography is used as a measure to evaluate the magnitude and velocity of the
effort required to serve the critical purpose: It helps leaders choreograph the most logical
sequence for change as transformation rolls across the enterprise.