Product details

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Abstract

Discusses progress made by mid-1995 on the three challenges identified by the change leadership at the end of 1993. First, it describes the decision-making process that resulted in a general consensus to reorganize the huge London office, and it highlights certain psychological, logistical, and strategic challenges of implementing this change. Second, it addresses action plans taken to increase the satisfaction of the firm's non-partner senior managers. Third, it explores continued efforts of the change leadership to communicate and clarify its vision.
Location:
Size:
USD500 million revenues; 6,500 employees
Other setting(s):
1995

About

Abstract

Discusses progress made by mid-1995 on the three challenges identified by the change leadership at the end of 1993. First, it describes the decision-making process that resulted in a general consensus to reorganize the huge London office, and it highlights certain psychological, logistical, and strategic challenges of implementing this change. Second, it addresses action plans taken to increase the satisfaction of the firm's non-partner senior managers. Third, it explores continued efforts of the change leadership to communicate and clarify its vision.

Settings

Location:
Size:
USD500 million revenues; 6,500 employees
Other setting(s):
1995

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