Splitting with communication giant AT&T in 1996 Lucent knew only of success in its beginning years. However, failure to focus on its future aspects such as cutting edge technology has put this company in a hole from which it has yet to dig itself out of. With other companies such as Nortel Networks Corporation beginning to dominate the optical fiber telephone switches market, changes had to be made at Lucent. A critical error occurred when Lucent presumed that its customers only desired switches that operated at the minimum of industry standards. With other companies such as Nortel staying ahead of the curve with cutting edge faster switches, Lucent lost its dominant share of the market.
             Lucent has seen its former organizational layout lead down a path of miscommunication and loss of profits. With these issues staring them in the face, Lucent had no choice but to completely revamp its corporate layout. It found itself using smaller focus groups to find problems or new ideas in production. Managers now are forced to have a new outlook on many past stigmas such as top-level bureaucracy. This organization has decided that with declining profits and market share, it needs to become more employee and consumer focused. New managers were brought in to replace its horizontal structure with a more vertically focused organization. An organization that wasn't afraid to listen to new ideas and even implement them into their production processes.
             The overall strategy to these changes was to improve sales and cut costs. Jeong Kim was selected as the new head of optical networks to improve performance. Delivery time was to be improved by 30% within Kim's 100-day plan. Even though Lucent has decided to focus more on employee needs, 5000 more people will be laid off in order to further lower operating expenses. We as a group believe that while Lucent aims at creating bridges between management and its wor
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