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Abstract

The second in a three-case series (396-156-1 to 396-158-1) this case focuses on key change initiatives undertaken by France Telecom from the mid-1980s through 1995. A major issue throughout this case is the degree to which the new France Telecom President, Michel Bon, in December 1995 could build on these efforts in developing and implementing his own strategy and steps for major change. The case also discusses the impact of increasing competition and privatisation and the massive cultural change France Telecom needed. The specific change initiatives described include: (1) ''CAP98'' (''CAP: Clients-Adaptabilite-Performance''), a massive strategic restructuring effort; (2) ''PAC'' (Plan for Change Actions - ''Plan d''Actions de Changement''), a systematic guide for introducing change actions and new modes of management; (3) the Quality Movement; (4) the Social Observatory (''Observatoire Social Decentralise''), a new internal unit offering employee attitude surveys; and (5) the 1994 Debate (''le Debat''), an internal communication exercise. There is a French translation available (F396-157-1).
Location:
Industry:
Size:
160,000 employees, USD26 billion in sales (1995)
Other setting(s):
Mid-1980s to 1995

About

Abstract

The second in a three-case series (396-156-1 to 396-158-1) this case focuses on key change initiatives undertaken by France Telecom from the mid-1980s through 1995. A major issue throughout this case is the degree to which the new France Telecom President, Michel Bon, in December 1995 could build on these efforts in developing and implementing his own strategy and steps for major change. The case also discusses the impact of increasing competition and privatisation and the massive cultural change France Telecom needed. The specific change initiatives described include: (1) ''CAP98'' (''CAP: Clients-Adaptabilite-Performance''), a massive strategic restructuring effort; (2) ''PAC'' (Plan for Change Actions - ''Plan d''Actions de Changement''), a systematic guide for introducing change actions and new modes of management; (3) the Quality Movement; (4) the Social Observatory (''Observatoire Social Decentralise''), a new internal unit offering employee attitude surveys; and (5) the 1994 Debate (''le Debat''), an internal communication exercise. There is a French translation available (F396-157-1).

Settings

Location:
Industry:
Size:
160,000 employees, USD26 billion in sales (1995)
Other setting(s):
Mid-1980s to 1995

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