Product details

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Abstract

This is the fifth of a five-case series (BAB147 to BAB151). The (E) case, has a central message: organisational leadership must be seen through the lens of ''stewardship'', and if managers must, as stewards, leave their enterprise in better shape and with a brighter future, then the work of change is never done. In that sense, change at the Telegraph Media Group is not yet done. The learning objective is to: help students appreciate change always as a work in progress if an enterprise is to thrive in the midst of significant technology, market, and social dynamics.
Location:
Industry:
Size:
GBP354.9 million (2007)
Other setting(s):
2006-2008

About

Abstract

This is the fifth of a five-case series (BAB147 to BAB151). The (E) case, has a central message: organisational leadership must be seen through the lens of ''stewardship'', and if managers must, as stewards, leave their enterprise in better shape and with a brighter future, then the work of change is never done. In that sense, change at the Telegraph Media Group is not yet done. The learning objective is to: help students appreciate change always as a work in progress if an enterprise is to thrive in the midst of significant technology, market, and social dynamics.

Settings

Location:
Industry:
Size:
GBP354.9 million (2007)
Other setting(s):
2006-2008

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