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Alcatel Bell

By Todd Jick
Published 10 Jan 1993
Reference 4433
Topic Leadership & Organisations
Industry Telecommunications
Region Europe
Length 25 page(s)
Inspection copy
6.00
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Summary

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

About the author

Todd Jick


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