In the world of automation, every firm is striving to use this technology to make their business more efficient. However, the transition to the new system does not come without risks. This can range from a small loss of productivity, or turn into outright failure. The latter is what Johnson and Johnson experienced in the case of their shared service effort. Upon the evaluation of the facts, the following recommendations have been reasoned to help Johnson and Johnson correct the implementation of the shared services or other similar projects. It has been determined that phasing out the old systems and not informing the employees about losing their jobs would be the two successful alternatives. These alternatives are reasoned in the following paragraphs through, the use of The Value Facet Analysis.
             The culture-making Johnson and Johnson successful is through its practice of strong decentralized management. With the shared services, the processes are going to be done at a centralized location, rather than at their own facilities. Therefore, if the shared services were implemented successfully the firm would be operating against its corporate culture. Therefore, the existing culture would want these shared services to fail. Hence, the recommendations of a phased-in plan and not informing the employees of the potential job loss should make the plan succeed. Thus, the alternatives would decrease the Value Over Time in the long term and short term for the existing corporate culture.
             No employee in any organization wishes to be fired. In addition, it can be just as easily been stated that most employees would want to keep their current job if no other opportunities arise. The practices of Johnson and Johnson were completely contrary to this. They told the employees that they were going to be let go after the new system is put into operation, which caused two problems. The first problem is that the employees w
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