- Your selection
- Clear all
- Telecommunications x
- English x
- Europe x
- Leadership & Organisations x
1 case(s) found.
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".
-
Reference 4433
-
Published 10 Jan 1993
-
Length 25 page(s)
-
Region Europe
-
Industry Telecommunications
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".