... that, in the last 20 years, he has changed one of the world’s largest companies — the value increasing from $14bn to more than $400bn. Concludes GE is now a business built to last. © MCB UP Limited 2000 Change High technology Mergers and acquisitions ...

...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, movement and new situations. Discusses research findings and unveils a variety of factors that affect how change...

...T Kippenberger Profiles two types of technological change — sustaining and disruptive. Employs an inset of definitions explaining technology, innovation, sustaining technologies and disruptive technologies. States a lack of understanding about the strategic difference between sustaining...

...T Kippenberger Posits that the pace of change now means that strategy implementation needs a more co‐ordinated approach than previously was the case. Says that it is common for senior managers to set corporate missions and strategic objectives and then to leave implementation to divisional...

... points that have eroded traditional employment, discussing them in full. States the effects of change have affected employment relationships in larger companies and these are: the change in employment security; contingent workers and contracting out; the way work is organized; and training. Sums up...

... as imposed from outside; and last, but not least, strategy as defined by time, place and context. Concludes that radical change means wholesale and concurrent change to strategy as well as organizational structure. © MCB UP Limited 1998 Strategy Organizational philosophy Change ...

... it. © MCB UP Limited 1998 Strategic choice Strategy Change ...

... interaction. Illustrates IBM in a highlighted box, discussing the way IBM solves its marketing problems. Sums up that concurrent marketing is both a challenge and an opportunity. © MCB UP Limited 1998 Marketing activities Production management Change ...

... are being created. Contends there are 7 major forces for change, which are: technological developments; globalization; new employment patterns; new organizational structures; environmental issues; the death of deference; and licence to operate. Charts the first five as pressures for change and the last two...