Download Agents of Change: Crossing the Post-Industrial Divide by Rafael Ramirez, Pierre-Eric Tixier, Charles C. Heckscher, PDF

By Rafael Ramirez, Pierre-Eric Tixier, Charles C. Heckscher, Visit Amazon's Michael Maccoby Page, search results, Learn about Author Central, Michael Maccoby,

This publication makes a speciality of the transition confronted through enterprise organisations and their stakeholders as they flow from secure markets to open pageant, and it explores how those alterations should be facilitated through outdoor interveners/agents. The 4 authors-two from Europe and from the United States-have labored individually as specialists with leaders of many businesses and unions dealing with those demanding situations together with AT&T, Lucent, Electricite de France, and the Italian country Railways (Ferrovie dello Stato).

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Example text

Within FS, too, there was a lack of a clear change leader. The head of strategic planning, although a superb planner, was also structurally in a position preventing him from effectively intervening to change the interactions which blocked transformation. And the split in power among the top players prevented thinkers and implementers from coming together as motors of an effective interactive change process. The FS strategy team pushed ahead with the development of a sophisticated economic model.

We want you to give us the model," he was told. ) In the second stage, the model Maccoby proposed was modified and distorted by the participants who acted (or acted out) their own beliefs and values. An example: from the start of QWL, Maccoby believed union Chapter 3: AT&T: Cooperation is Not Enough 33 34 Chapter 4: Ferrovie Dello Stato (The Italian State Railways): A Vision without Agreement participation should be integrated into operating processes and that management should lead change teams.

At the time of the intervention, roughly half of the budget of FS involved employees, and another half went to suppliers. A sort of implicit pact evolved, where Necci dealt with suppliers and Vaciago, the HR director, with unions. Two more actors balanced this apparent—but as far as we know implicit—pact: Rizzoti, a bright, competent, experienced and respected railways engineer, held sway over the line managers of FS, which were obviously an important stakeholder. The second, Pantile, had been promoted step by step from the position of station manager to overall head of corporate strategy and policy—thereby holding the critical relationship with the State's Treasury—which funded much of FS.

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