Initiating, managing and sustaining corporate transformation: a case study

Article Abstract:

Organisational transformation requires senior managers to follow three main axioms, to ensure the program of change goes smoothly and is a success. Reorganization requires the initiation of change, managing the process of change and keeping its momentum. A study found around 70% of company reorganizations do not meet their objectives. Change in companies requires direction from senior management, in combination with the improvement of business processes and the inclusion of employees in the change process. The continuous management of workers and the change process is vital.

Corporations, Corporate reorganizations

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A holistic program and critical success factors of corporate transformation

Article Abstract:

A changing international environment has led companies to focus on corporate transformation. There is a need to take a holistic approach to this issue, which is too often dealt with as though is were a simple task. The aim is to change the way employees behave and perceive their involvement with the company. A program of eight tracks has been developed which is effective by taking an integrated approach including team work across boundaries and workshops.

Analysis

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Stages in the turnaround process: the case of IBM UK

Article Abstract:

The case of IBM UK is used to test a structure of stages in corporate turnaround. It is suggested that the main implications for managers responsible for achieving turnarounds are being aware of the possibility of decline, drawing up a turnaround plan and creating a crisis before being hit by one.

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