Charts the history of management development in the Shell organisation. Techniques established over many years were suddenly challenged by the economic forces of liberalisation…
Abstract
Charts the history of management development in the Shell organisation. Techniques established over many years were suddenly challenged by the economic forces of liberalisation, globalisation and technology. In particular, Shell identified two types of organisation that could profit – the “Just do it” type, a hypercompetitive network of individuals, and “Big Me”, a more socially responsible organisation with a longer‐term culture. An organisation the size of Shell can use both models. “Just do it” fits a number of Shell operations, especially its new businesses, while “Big Me” is reflected by Shell’s changing stance towards consumers and the environment. Both these models needed to be incorporated within the new management development programme and Shell’s larger career development structure.
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Fiscal experts point out that no individual nation, no matter how apparently buoyant its economy, can be impervious to the world financial climate. By the same token, major…
Abstract
Fiscal experts point out that no individual nation, no matter how apparently buoyant its economy, can be impervious to the world financial climate. By the same token, major corporations have to be aware that they ignore changing international economic forces at their peril. Gazing into its crystal ball, Shell saw that the future offered a challenge to its management‐development techniques and decided it needed to take action.