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Learning the unwritten rules of organizational change

Peter Scott‐Morgan

Planning Review

ISSN: 0094-064X

Article publication date: 1 May 1994

259

Abstract

There's a conspiracy of silence about the failure rate of major managerial change initiatives. Three‐quarters of the initiatives—reputable programs to manage quality, customer focus, teamwork, mergers, downsizing, and reengineering—have failed, according to a recent Arthur D. Little survey of a large number of European and U.S. companies across many industries.

Citation

Scott‐Morgan, P. (1994), "Learning the unwritten rules of organizational change", Planning Review, Vol. 22 No. 5, pp. 32-34. https://doi.org/10.1108/eb054481

Publisher

:

MCB UP Ltd

Copyright © 1994, MCB UP Limited

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