The Chief Executive as Change Agent
Robert M. Grant
(Professor of management at Georgetown University in Washington, D. C.)
Renato Cibin
(Planning manager at ENI S.p.A. in Rome, Italy.)
298
Abstract
The major oil companies of 1995 are very different in strategy, structure, and management systems from the “Seven Sisters” that dominated the oil industry during the 1960s and 1970s. In a decade of downsizing, the oil majors have reduced their number of employees by an average of almost 30%, while during that same period, average revenues have increased by 10%.
Citation
Grant, R.M. and Cibin, R. (1996), "The Chief Executive as Change Agent", Planning Review, Vol. 24 No. 1, pp. 9-11. https://doi.org/10.1108/eb054536
Publisher
:MCB UP Ltd
Copyright © 1996, MCB UP Limited