The Antidote

Journal Article

Change just won’t go away

Kippenberger, T

2000 The Antidote

Discusses the surge of interest in hi‐tech shares fuelled by dot.com mania. Flags up that most mergers and acquisitions fail to achieve their originally intended benefits — even though this is ignored at times. Looks at Jack Welch, CEO of General Electric (GE) and the way that, in the last 20...

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Journal Article

What does it mean to be flexible?

Kippenberger, T

2000 The Antidote

doi:10.1108/EUM0000000006870

Proclaims much depends on managers’ capacity to move to a dynamic form of control that is the antithesis of routine management. States the era of mass production was at its peak in the 1950s and 1960s, which saw jobs become standardized and management tasks more specialized as control and...

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Journal Article

How some long‐lived companies thrive

Kippenberger, T

2000 The Antidote

doi:10.1108/EUM0000000006871

Uses 18 companies as signposts for visionary leaders in this study and lists them in an inset along with comparison companies. Believes that by investigating companies over their life‐spans to date, and comparing them with their leading competitors to form fundamental principles, applicable over...

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Journal Article

Change that can kill off great, well‐run companies

Kippenberger, T

2000 The Antidote

doi:10.1108/EUM0000000006872

Profiles two types of technological change — sustaining and disruptive. Employs an inset of definitions explaining technology, innovation, sustaining technologies and disruptive technologies. States a lack of understanding about the strategic difference between sustaining and disruptive...

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Journal Article

Two contrasting theories of change: Theory E and Theory O

Kippenberger, T

2000 The Antidote

doi:10.1108/EUM0000000006873

Proclaims that the hard approach (referred to here as theory E) is the creation of economic value/high returns to shareholders; and that the soft approach (theory O) sees organizations as having many stakeholders, developing employees and their loyalty. Posits that, for organizations to prosper,...

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Journal Article

The gap between rhetoric and reality

Kippenberger, T

2000 The Antidote

doi:10.1108/EUM0000000006874

Covers change in organizations and highlights three in particular: BT payphones; Citibank; and Hewlett‐Packard, using insets to show level of change, initial response, movement and new situations. Discusses research findings and unveils a variety of factors that affect how change initiatives are...

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Journal Article

Using time‐paced change to maintain momentum

Kippenberger, T

2000 The Antidote

doi:10.1108/EUM0000000006875

Discusses event pacing (companies reacting to various changes) and time pacing (creating new products/services, etc.) and looks at their differences in detail. Identifies three areas in particular where transition management is crucial. Employs two insets, one on specification trade‐offs, the...

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Journal Article

Embedding a culture for continuous change

Kippenberger, T

2000 The Antidote

doi:10.1108/EUM0000000006876

Profiles Patrick O’Sullivan, CEO of UK‐based insurer Eagle Star. Looks at how he brought about change in a company that was in poor condition financially, culturally and competitively. Cites, in an inset, the ‘Workout’ US system which O’Sullivan brought into Eagle Star, and which was a resounding...

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The Antidote

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