Introduction: A Look at PT Kereta Api Indonesia Prior to 2009, PT Kereta Api Indonesia was considered as one of the worst managed companies in Indonesia:   * Lack of sufficient reliability.   * Aging Equipment.   * Inefficient Staff. Issue that Caused the Need for Organizational Change Due to mismanagement, the company experienced a financial disaster which resulted in lossed amounting to IRD 38 billion in 2007 and more than 82 billion in 2008 (Anggadwita & Dhewanto, 2013). In-depth Look at PT Kereta Api Indonesia Where do the companies problems stem from? The main problem the company was experiencing was severe is management of its operations which resulted in issues cropping up in multiple operations. Not only that, the company was also experiencing a significant resistance to change from within its own organization due to the years of neglect which created a complacent business culture. It is the combination of these factors that contributed to the financial disaster that the company experienced in 2007 and 2008. Organizational Change that Took Place   * In 2009, a new manager, Ignatius Jonan was put in charge of he company.   * New innovative practices were introduced on every level of the company resulting in improved performance.   * Currently acknowledged as a successfully run company. Why did the Methods of Jonan Work? The leadership style of Jonan initially focused on a top-down approach wherein changes to the company’s operations were unilaterally dictated by him. The reasoning behind this was due to the complacency that was present in multiple departments that required significant interference from an outside party to revitlize them (Anggadwita & Dhewanto, 2013). As a result of Jonan’s unilateral actions, the company was able to slowly recover resulting in significant gains in three years. What Factors Contributed towards the Success of the Strategy of Jonan The success of the strategy was based on the increased level of autonomy and power that was given to Jonan at the start of his tenure with the company. The endemic mismanagement of operations could only be resolved by completely revitalizing the system and this was only possible if a “top-down” leadership style was implemented. While horizontal company leaderships are ideal, the sheer amount of issues the company was experiencing at the time could not implement such a method without there being considerable resistance to change within the company. Evidence of Improvement of Operations. Comparative Case: A Brief Look at Honda   * Started operations in World War 2.   * Currently one of the largest motor vehicle manufacturers in operation.   * Experienced significant organizational change. Issues that Caused the Need for Organizational Change   * Experienced decline in sales due to Japan’s loss at the end of World War 2.   * Inventory did not match the needs of a cash strapped populace. Organizational Change that Took Place   * Made adjustments in its product lineup and introduced cheaper and more price competitive motorvehicles.   * Focused on quality goods and expansion into new markets (ex: the U.S.). Methodology   * Study will utilize qualitative surveys to examine the employees of PT Kereta Api Indonesia.   * Surveys will focus on change readiness, life experiences of the employees, values and will examine the type of leadership style desired by the employees. Limitations of the Project   * Surveys will be limited to PT Kereta Api Indonesia.   * Since only one company will be examined, there will be a limited number of responses to be compared. Process of the Study: Comparative