read the case, $$Evaluating the Change Agent Program at Siemens Nixdorf,$$ bearing in mind key organizational development principles and practices. After reading the case, you will write a paper incorporating each of the following $($described in greater detail within the attached Instructions & Rubric document$)$: make $8$ large page case study in peregraphs form including Case Summary,

Analysis of Change Agent Program $($CAP$)$ and Proposed CAP Program Evaluation

Siemens Nixdorf Informationssysteme $($SNI$)$ was the largest European$-$owned computer manufacturer and information technology vendor in $1994.$ The company was created by a $1990$ merger between Nixdorf Computer, an entrepreneurial minicomputer firm, and the mainframe computer division of Siemens AG$,$ the German electronics giant. The company offered a broad range of computer products, from personal computers and mainframes to software and support services. In $1994,$ the company posted $$8$ billion in revenues and employed $39,000$ people worldwide. Despite its size and a strong market presence in Europe, SNI had not posted a profitable quarter since the merger. The company lost over $$350$ mil$-$ lion in fiscal $1994.$ Over $65\%$ of its products were sold in Germany, and the company had a weak base in the growing Asian and North American markets. While the organization had a strong technological focus, SNI was slow to respond to market changes requiring more customer responsiveness and market shifts away from large mainframe systems. In addi$-$ tion, SNI's efforts to trim high labor costs were hampered by strong union pressure and strict German layoff regulations. Industry analysts observed that the company was constrained by a rigid corporate culture established during the merger. The organizational structure was con$-$ sidered too bureaucratic in its approach to decision making for the rapidly evolving market. In mid$-1994,$ in the search for profitability, ab decision was made by the Chairman of Siemens AG $($the $100\%$ shareholder of SNI$)$ to bring in a new CEO for Siemens Nixdorf. Gerhard Schulmeyer, President and CEO of i the American division of Asea Brown Boveri $($ABB$),$ a Swedish$-$Swiss engineering company, was chosen. Schulmeyer wanted SNI to become more customer driven and responsive to the market, and he was convinced that the major adjustments necessary to recreate SNI could only occur alongside a radical change in the corporate culture. He wanted to create an SNI culture that enhanced entrepreneurial thinking and team building. He aimed to replace top$-$down procedures with innovative leadership that rewarded decision making and risk taking. To accomplish these goals, Schulmeyer initi$-$ ated a companywide culture change program that had three major objectives: $1.$ To change the behavior of managers and employees with a view to achieving dra$-$ matic improvement in performance and results $2.$ To change work systems to foster a cul$-$ ture of operational excellence $3.$ To change processes to emphasize the customer and to ensure the primacy of customer service He believed that SNI's radical change require$-$ ments could only be met holistically.addressing structure, systems, behavior, and strategic phi$-$ losophy together, underpinned by a continu$-$ ous learning process for both individuals and the organization itself. A road map $($Figure $1)$ was created and published, and execution was set in motion in October $1994.$ Of particular importance in creating a foundation for change at SNI were the behavioral and learning components of the road map. On the behavioral side, a set of mutually reinforcing initiatives was introduced to encourage new ways of acting and to support the develop$-$ ment of new capabilities. These initiatives included the Culture Change and Friday Forum Programs $($described below$),$ a fine$-$ tuning of the organization's matrix structure. a reengineering and profit improvement pro$-$ gram, the introduction of a$$new$$management and corporate and business strategy initiatives. On the learning side, the organization committed to a Change Agent Program $($described below$).$ Two addi$-$ tional educational programs, the Entrepre$-$ neurial Development Program and the Management Development Program, sup$-$ ported the learning objectives of the change agent program THE CULTURE CHANGE PROGRAM The process started with the scheduling of four major change events in Hanover, Germany. The first, Hanover L held in December $1994,$ was a gathering of selected SNI employees with the theme of "Giving Employees a Voice in Delining the New Culture. Over $300$ employees, called Opinion Leaders, met with $75$ managers, known as Business Leaders, to agree on changes that were worth striving for at the company. Nineteen topics were identi$-$ fied $($e$.$g$.,$ "Establishing an Environment of Creativity"$),$ followed by brainstorming to translate ideas for change into actions. The discussions led to the establishment of $60$ action