In 2000, Steve Ballmer took over from Bill Gates as chief executive of Microsoft. In so doing, he took on the massive challenge of restructuring the company’s management of finance, sales, product development, marketing and strategic planning. Ballmer was charged with reinventing the company...

A company with employee turnover as low as 1 percent a year is in danger of suffering from too little experimentation and innovation. Framatome Cogema Fuels (FCF) is the business component of Framatome Technologies Group (FTG), which designs, manufactures and analyzes nuclear fuel and components...

How often have individuals vowed to change their ways, stop, reflect and start over? Large corporations too often face the starker situation of evolve or die – few can do so. Boeing has proved itself one of the global leaders in knowledge management. Given the pressures and increasing strains...

The average manager in the UK receives about five days’ training a year. Some 22 percent of managers get no training at all. But the experience of Granada plc reveals that the challenge of learning at work is well within the grasp of any organization. Granada HR and training representatives...

Siemens, once noted for its bureaucratic and hierarchical approach to business, has adopted a grass‐roots and “bottom up” approach to knowledge management, which has transformed the company over the last three years. Without any suggestion or provocation from above, middle‐level...

Purpose – This paper aims to describe the main human resource management policies at Ethan Power Private Ltd, an Indian design, sales and manufacturing company, and the specific circumstances that led it to become a learning organization. Design/methodology/approach – This paper outlines the...

The most important element of successful change is never to let your people get offside, says Marie Gill, head of organizational development at UK supermarket Asda, which recently merged with Wal‐Mart, one of the world’s largest retailers. She was speaking at a forum organized by Brathay, a...

Throughout the turbulent recent history of UK carmaker Rover, culminating in parent BMW’s sale of the company for £10 to the Phoenix consortium in May 2000, internal communications with the workforce were never far from the top of the agenda.

Reinsurance and financial‐services organization Swiss Re has repositioned its alternative risk resources after a radical reorganization. Strategic imperatives included establishing a new performance culture among its 500 associates, who mostly work in virtual teams as part of the new Swiss Re...