Triggers for Change

Abstract

What triggers organisational change? A recent UK survey of 200 companies suggests that the trigger is more likely to be a crisis than a positive response to a perceived opportunity, or in order to pre‐empt threats. The observed change initiatives did, however, follow current wisdom associated with total quality management perspectives, and customer awareness. A minority of the changes focused on “siege mentality” strategies, slimming the company to its barest core. The authors conclude by asking whether UK companies have the courage, while dealing with present crises, not to destroy the “excellence” path to a profitable long‐term future.