1 In order to overcome this (resulting to this day in current sales which are 1.9 times larger than the nearest competitor) Caterpillar had to reevaluate the effectiveness of their strategic plan. Caterpillar's actual results may differ materially from those described or implied in our forward-looking statements based on a number of factors, including, but not limited to: (i) global and regional economic conditions and economic conditions in the industries we serve; (ii) government monetary or fiscal policies and infrastructure spending; (iii) commodity price changes, component price increases, fluctuations in demand for our products or significant shortages of component products; (iv) disruptions or volatility in global financial markets limiting our sources of liquidity or the liquidity of our customers, dealers and suppliers; (v) political and economic risks, commercial instability and events beyond our control in the countries in which we operate; (vi) failure to maintain our credit ratings and potential resulting increases to our cost of borrowing and adverse effects on our cost of funds, liquidity, competitive position and access to capital markets; (vii) our Financial Products segment's risks associated with the financial services industry; (viii) changes in interest rates or market liquidity conditions; (ix) an increase in delinquencies, repossessions or net losses of Cat Financial's customers; (x) new regulations or changes in financial services regulations; (xi) a failure to realize, or a delay in realizing, all of the anticipated benefits of our acquisitions, joint ventures or divestitures; (xii) international trade policies and their impact on demand for our products and our competitive position; (xiii) our ability to develop, produce and market quality products that meet our customers' needs; (xiv) the impact of the highly competitive environment in which we operate on our sales and pricing; (xv) failure to realize all of the anticipated benefits from initiatives to increase our productivity, efficiency and cash flow and to reduce costs; (xvi) additional restructuring costs or a failure to realize anticipated savings or benefits from past or future cost reduction actions; (xvii) inventory management decisions and sourcing practices of our dealers and our OEM customers; (xviii) compliance with environmental laws and regulations; (xix) alleged or actual violations of trade or anti-corruption laws and regulations; (xx) additional tax expense or exposure; (xxi) currency fluctuations; (xxii) our or Cat Financial's compliance with financial covenants; (xxiii) increased pension plan funding obligations; (xxiv) union disputes or other employee relations issues; (xxv) significant legal proceedings, claims, lawsuits or government investigations; (xxvi) changes in accounting standards; (xxvii) failure or breach of IT security; (xxviii) adverse effects of unexpected events including natural disasters; and (xxix) other factors described in more detail under "Item 1A. Caterpillar Case Study Presentation 1. In 2004, he was elected VP of the Asia Pacific Marketing Division in Singapore. "Caterpillar operations throughout the world are making major improvements as CPS transforms Caterpillar's culture and its way of doing business," Oberhelman said. His tireless work effort with the highest integrity and drive for world-class operational performance are hallmarks of his career at Caterpillar. ORGANIZING FOR PRODUCT DEVELOPMENT 1 Introduction: Product development organizations have, for years, experimented with and developed many new and novel ways of organizing. But at the end of the day Caterpillar had a good story and was happy to tell it. However, the structure seems to have been more popular during the 1970s and was deemed more diluted and complex by the 1980s. • Consults with business leaders on ways to improve business effectiveness and operational improvements in alignment with the business model and leadership attributes. Subscribe. Caterpillar Announces New Organizational Structure for Mining and Customer and Dealer-Facing Divisions; Focus on Innovation and Data Analytics Remains a Key Priority News provided by Caterpillar Inc. All statements other than statements of historical fact are forward-looking statements, including, without limitation, statements regarding our outlook, projections, forecasts or trend descriptions. It combines global scale benefits with a local focus on consumers and retail customers. Caterpillar’s rise is a management story several years in the making. Loss over the course of his career with Solar, jim has played critical roles engineering! Beeler joined Caterpillar in 1976 and has held a variety of engineering, marketing, operations and customer dealer-facing! Brad 's global perspective coupled with his exceptional people development skills became a Solar VP! To ensure the safety of operators, maintenance per-sons, service persons, and UNICORNS: DIGITAL. 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