The Antidote: Volume 5 Issue 7
Table of contents
Change just won’t go away
T KippenbergerDiscusses the surge of interest in hi‐tech shares fuelled by dot.com mania. Flags up that most mergers and acquisitions fail to achieve their originally intended benefits — even…
What does it mean to be flexible?
T KippenbergerProclaims 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 its peak…
How some long‐lived companies thrive
T KippenbergerUses 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 over their…
Change that can kill off great, well‐run companies
T KippenbergerProfiles two types of technological change — sustaining and disruptive. Employs an inset of definitions explaining technology, innovation, sustaining technologies and disruptive…
Two contrasting theories of change: Theory E and Theory O
T KippenbergerProclaims 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 KippenbergerCovers change in organizations and highlights three in particular: BT payphones; Citibank; and Hewlett‐Packard, using insets to show level of change, initial response, movement…
Using time‐paced change to maintain momentum
T KippenbergerDiscusses event pacing (companies reacting to various changes) and time pacing (creating new products/services, etc.) and looks at their differences in detail. Identifies three…
Embedding a culture for continuous change
T KippenbergerProfiles 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…