teach NOTES
KPMG (A): Strategic transfigure
in the 1990s
Gerry Johnson
1. INTRODUCTION
This fibre study chronicles the processes of change that took sit in KPMG between 1992 and 2001.
It includes verbatim explanations of the problems they faced in managing the changes, and the
pith adopted to achieve them. The case is based largely on speeches made by and interviews with
Colin Sharman, the senior ruinner of KPMG in the UK in the 1990s, and other senior partners in the
?rm.
2. POSITION OF THE CASE
The case muckle be used primarily to consider the role and authorization of different strategic change
processes (chapter 11), and is therefore most useful at the end of a course on strategic management.
However, change processes can non be considered outside the context of the organisation and its strategy.
KPMG provides an interesting simulation of the extent to which organisational farming and stakeholder
in?uence play an important part in developing strategies and in change processes. So the case study can
also be used in sex act to an exploration of issues covered in chapter 5.
3. LEARNING OBJECTIVES
This is a luxuriant case study with many potential learning objectives.
However, the original learning
objectives are concerned with the management of strategic change. In exceptional:
278. how strategies develop, particularly in organisations with dispersed power bases, as in KPMG
279. the importance of understanding barriers to change in relation to organisational culture and
stakeholder in?uence
280. the extent to which change can be managed not least the cultural aspects of change
management; and therefore the links to models of and approaches to strategic change explained
in chapter 11
281. the role of HR and control systems in managing strategic change.
4. THE TEACHING PROCESS
It is important that students understand the context indoors which the changes in KPMG are taking place,
and therefore the...If you want to fall a full essay, order it on our website: Ordercustompaper.com
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