1. What went wrong with Levi's handing over teams in their factories? Levi's was too late to join the global competition. To conquer the market, they had to drastically redesign their strategy. But Levi's main problem was doing nothing to understand the human side of management change. Levi's has not aligned the company's culture, values, people and behaviors to encourage the desired outcome. Levi's has not gained value; responsible for planning, execution and living with the changed environment. Levi's did not use creative means to keep employees satisfied.2. What could Levi's have done differently to avoid the problems? I believe that if Levi's had recognized that the market takes time to begin to change and had designed a structure to adapt to the market, slowly, 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 have developed teams that understood how to work together and how they would be able to lead their people and please workers with incentive plans. Furthermore, they were not concerned with maintaining their industry's unique values ​​and sense of individuality, nor with 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 through careful selection and training of the best and brightest employees, implementing innovative team-based employee engagement programs, developing truly participatory management approaches, and continuously reskilling its employees." Come up with a team incentive plan that you think will work. "The success of process improvement activities depends on the active involvement of