1. What went wrong when Levi's moved shifts into its factories? Levi's arrived too late to participate in the global competition. To conquer the market, they had to radically rethink their strategy. But Levi's major problem was not doing anything to understand the human side of the change in management. Levi's did not align the company's culture, values, people, and behaviors to encourage the desired outcome. Levi’s didn’t capture value; responsible for design, execution and living with the modified environment. Levi's did not use creative ways to maintain employee satisfaction.2. What could Levi's have done differently to avoid the problems? I believe that if Levi's had recognized that the market requires time to begin to change and designed a structure to slowly adapt to the market, the impact on workers would not have been so drastic; since they could not use a long-term goal to establish the new strategy and convince workers to participate in it. Levi's could develop teams that understood how to work together and how they would be able to lead their employees and satisfy their employees with incentive plans. Nor did they care about retaining their industry's unique values ​​and sense of individuality, or creating a culture of loyalty and performance. Levi's management teams fail to plan for the people side of change. Levi's should "cultivate its human resources by carefully selecting and training the best and brightest employees, implementing innovative team-based employee engagement programs, developing truly participatory management approaches, and continually retraining their employees . »3. Come up with a team incentive plan that you think might work. “The success of process improvement activities depends on the active participation of