The Barclay household, brand-new owners (in July 2004) of the Telegraph Media Group in London, the UK, had actually gotten an excellent UK newspaper brand name however a company that has actually lost its client focus and, by the time of the occasions explained in the case series (2006-2008), a business in a market dealing with tectonic plate shifts due to the fact that of digitization, the Web, a 24x7 news and details cycle, the arrival of person journalism, essentially altering reader and marketer habits and choices, and a besieged centuries-old print-media business design.
(All this without the added discomfort of the 2008 international financial decline and the following fall in marketing profits.) While "change" was not brand-new to the Telegraph Group (it has actually seen plenty considering that the Daily Telegraph was very first released in 1855), the Barclay household and the Telegraph's brand-new leadership and management group saw business at a considerable shift point with change an immediate imperative. The (A) case, the very first of a five-part series, sets out business and leadership case for change in the context of the Telegraph's 150-plus-year history.
PUBLICATION DATE: August 07, 2009 PRODUCT #: BAB147-PDF-ENG
This is just an excerpt. This case is about ORGANIZATIONAL DEVELOPMENT
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