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Selected Case

published: 01 Oct 1993

  • Topic: Leadership & Organisations
  • Industry: Telecommunications
  • Region: Europe

This case describes Alcatel Bell's efforts from 1989-92 to change its culture and its approach to business. The case revolves around the CEO's mandate for all 1200 Bell managers to develop and implement a "change project". These projects were intended to accelerate change at Bell and provide a vehicle for learning. Bell's ultimate goal was to become a "learning organization".

Pedagogical Objectives:
To examine and evaluate how to manage and lead culture change To evaluate a specific technique: "change projects" as a means To discuss the meaning and validity of the concept of a learning organization