個案資料
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London Free Press (A) - Strategic Change
內容大綱
The new editor of the London Free Press (LFP) was appointed in November, 1987, with a mandate to make changes. Like most other North American daily newspapers, the LFP had been gradually losing readership, and its share of advertising revenues in the community was shrinking. Despite its ability to remain profitable, the new editor thought that it was not living up to its potential, especially since it was the only daily newspaper in London. He feared that there were ominous signs of continuing decline in market share, which could only mean still lower profits in the future. He had been hired from the Toronto Star and put in charge of LFP's newsroom and editorial department to do whatever was necessary to reverse this trend. Now, in 1991, he wondered if it would be possible to stop the slow decline of the newspaper, or if its shrinkage was an inevitable consequence of broader trends in the information industry and Canadian society. A follow-up case (9A95M017) is available.
學習目標
<ul><li>To work through the problems involved in trying to build a change plan when it is not at all clear to organization members that change needs to take place, let alone what the nature of the change should be.</li><li>To introduce a model of organizational change, starting with an assessment of whether change is necessary, to the urgency of the need for change, and proceeding to an analysis of organizational and personal readiness to make change happen.</li></ul>