The Antidote: Volume 5 Issue 7



Table of contents

Change just won’t go away

T Kippenberger

Discusses the surge of interest in hi‐tech shares fuelled by mania. Flags up that most mergers and acquisitions fail to achieve their originally intended benefits…

What does it mean to be flexible?

T Kippenberger

Proclaims much depends on managers’ capacity to move to a dynamic form of control that is the antithesis of routine management. States the era of mass production was at…

How some long‐lived companies thrive

T Kippenberger

Uses 18 companies as signposts for visionary leaders in this study and lists them in an inset along with comparison companies. Believes that by investigating companies…

Change that can kill off great, well‐run companies

T Kippenberger

Profiles two types of technological change — sustaining and disruptive. Employs an inset of definitions explaining technology, innovation, sustaining technologies and…

Two contrasting theories of change: Theory E and Theory O

T Kippenberger

Proclaims that the hard approach (referred to here as theory E) is the creation of economic value/high returns to shareholders; and that the soft approach (theory O) sees…

The gap between rhetoric and reality

T Kippenberger

Covers change in organizations and highlights three in particular: BT payphones; Citibank; and Hewlett‐Packard, using insets to show level of change, initial response…

Using time‐paced change to maintain momentum

T Kippenberger

Discusses event pacing (companies reacting to various changes) and time pacing (creating new products/services, etc.) and looks at their differences in detail. Identifies…

Embedding a culture for continuous change

T Kippenberger

Profiles Patrick O’Sullivan, CEO of UK‐based insurer Eagle Star. Looks at how he brought about change in a company that was in poor condition financially, culturally and…



Online date, start – end:

1996 – 2000

Copyright Holder:

Emerald Publishing Limited

Merged to become:

Strategy & Leadership