How a strategic change agenda is implemented depends on leaders below the top in every function and geographic region translating the agenda into actions. But those actions do not always unfold as planned. This case examines the first 16 months of a turnaround from the perspective of implementers in the field. It describes business issues, organizational design dilemmas, and the cultural and behavioral challenges of implementing change in a global company.

【書誌情報】

ページ数：16ページ

サイズ：A4

商品番号：HBSP-303035

発行日：2002/8/22

登録日：2009/11/19