Describes the process of changing the Whitbread, engaged in transforming its organization and culture from one inefficient business, operating in a relatively stable environment for a diversified, high commitment and high corporation operating in more competitive markets. Describes how CEO David Thomas used the strategic Fitness (SFP), the process of strategic management and organizational culture change to create a commitment to change in its leadership team, among 100 key leaders in all parts of the company. Resolution of a group of senior invent Corporation, SFP is a senior team in developing a statement of strategic and organizational direction. SFP senior team then managed by systematic diagnosis and change through the development and execution. "Hide
by Michael Beer, James Weber Source: Harvard Business School 24 pages. Publication Date: 12 September 2005. Prod. #: 406007-PDF-ENG
Related Case Solutions & Analyses:
BlackRock Money Market Management in September 2008 (B)
Beyond Business Instinct
Excerpts from Interview with Jim Triandiflou Founder of Ockham Technologies
Too Much of a Good Thing Quality as an Impediment to Innovation
The Metrics of Knowledge: Mechanisms for Preserving the Value of Managerial Knowledge
Vignette: The Rebar Dilemma
Beyond the Business Case: New Approaches to IT Investment
Framework for Analyzing Environmental Voluntary Agreements
Knowledge Management at Andersen Consulting
Jack Stack (A)
