In 2009, Sergio Marchionne decided to revamp Chrysler Groups’ organizational culture. This was a time when the company was on the brink of closing its doors. When Mr. Marchionne took his role at Chrysler, he discovered many issues that needed to be changed to turn around the downward spiral that Chrysler was in. Some of the problems he recognized were outdated and poorly ran factories and equipment, production overcapacity and value-destroying incentives (2011). Marchionne was horrified by the heavy use of rebates and other incentives to try to boost sales. He explained that this type of practice rarely would generate increased profits long-term. (2011). When determining the observable artifacts, my assumption would be that high rebates