Learning the unwritten rules of organizational change
Peter Scott‐Morgan
(Director of Arthur D. Little and author of The Unwritten Rules of the Game (New York: McGraw‐Hill, 1994).)
253
Abstract
There's a conspiracy of silence about the failure rate of major managerial change initiatives. Three‐quarters of the initiatives—reputable programs to manage quality, customer focus, teamwork, mergers, downsizing, and reengineering—have failed, according to a recent Arthur D. Little survey of a large number of European and U.S. companies across many industries.
Citation
Scott‐Morgan, P. (1994), "Learning the unwritten rules of organizational change", Planning Review, Vol. 22 No. 5, pp. 32-34. https://doi.org/10.1108/eb054481
Publisher
:MCB UP Ltd
Copyright © 1994, MCB UP Limited