Chapter 14. Organizations: The Change Process
A change process should be limited to one page
Goals should be concrete and specific
Organizations must reward the angels and fire the snakes
In June of 1998, I spent the day with key executives of Public Service Electric and Gas, a major utility with headquarters in Newark, New Jersey. American utilities had come to the realization that because their operations and values had developed when they were monopolies, they were unprepared to compete successfully when the industry was deregulated and became competitive. Late in the afternoon the wonderful, lively discussion we were having about what Public Service needed to change was interrupted by an executive who said, “Judy, this is all very interesting. ...
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