Alcatel Bell

Published 01 Oct 1993
Reference 4433
Region Europe

This case describes Alcatel Bell's efforts from 1989-92 to change its culture and its approach to business. The case revolves around the CEO's mandate for all 1200 Bell managers to develop and implement a "change project". These projects were intended to accelerate change at Bell and provide a vehicle for learning. Bell's ultimate goal was to become a "learning organization".

Teaching objectives

To examine and evaluate how to manage and lead culture change To evaluate a specific technique: "change projects" as a means To discuss the meaning and validity of the concept of a learning organization