The Organisational Capability – Change: Managing Organisational and Personal Change

Paul H. Dainty and Moreen Anderson

Chapter 9 in The Capable Executive, 1996, pp 262-289 from Palgrave Macmillan

Abstract: Abstract The scale and pace of organisational change that senior executives are involved with is daunting. Jack Smith, CEO of General Motors, had to turn round GM’s core car and truck business from the brink of financial collapse when he took on the job in 1992. To do this, Smith and his senior executive group had to ‘rightsize’ an organisation with a worldwide payroll of over 700 000, initiate a massive cost-cutting programme and streamline GM’s operations.1 The story at IBM was even more ambitious. Expected to lead the biggest corporate transformation of all time, CEO Lou Gerstner and the top executives on his Worldwide Management Council had to cut 170 000 jobs worldwide and reduced expenses by $4.8 billion in order to begin the process of making IBM more competitive.2

Keywords: Change Process; Transition Curve; Change Strategy; Incremental Change; Total Quality Management (search for similar items in EconPapers)
Date: 1996
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-349-13663-6_9

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DOI: 10.1007/978-1-349-13663-6_9

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