search query: @indexterm DEREGULATION / total: 280
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| Author: | Beer, M. Eisenstat, R. A. Spector, B. |
| Title: | Why change programs don't produce change. |
| Journal: | Harvard Business Review
1990 : NOV-DEC, VOL. 68:6, p. 158-166 |
| Index terms: | ORGANIZATIONAL CHANGE INTERNATIONAL BANKS DEREGULATION CASE STUDIES |
| Language: | eng |
| Abstract: | More and more companies realize that to compete effectively in changing markets and tougher competition, they must transform how they function. Senior managers often misunderstand what it takes to bring about, and they assume that corporate renewal is the product of companywide change programs and they must alter a company's formal structure and systems. Both these assumptions are wrong. Using examples of organizational change at six large corporations, the authors argue that change programs are, in fact, the greatest obstacle to successful renewal and formal structures and systems must not be changed. Successful change efforts begin at the periphery of a corporation led by general managers, not the chief executive officers. |
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