Influencing Corporate Direction: A Case Study from British Telecom

Abstract

How can managers start to change the beliefs and direction of a large organization? What is the role which team learning tools can play in making such changes possible? Illustrates the difficulties in implementing a market strategy for the introduction of ISDN‐Integrated Services Digital Networks. BT′s opportunity cut across the conventional organization boundaries and challenged many of the mental models which typified current thinking. Demonstrates how a system of team learning based on the “Marlow Model” can build new, more holistic models of the marketplace. From this kernel of understanding, the challenge of influencing the direction of the organization at large began to emerge. Shares both the pitfalls and the successes to help others who may be considering setting out on similar programmes.

Citation

Giles, W.D. and Lewis, R. (1992), "Influencing Corporate Direction: A Case Study from British Telecom", Marketing Intelligence & Planning, Vol. 10 No. 4, pp. 23-35. https://doi.org/10.1108/02634509210016641