
Leaders can turn a crisis into a springboard for organizational change, say MIT Sloan Professor John S. Carroll and co-author Sachi Hatakenaka in the spring 2001 issue of the MIT Sloan Management Review.
Millstone Nuclear Power Station in Waterford, Conn., proved their case. In the mid-1990s, Millstone faced bankruptcy, media and regulatory scrutiny over employee harassment and intimidation, and a “broken” corporate culture.
By 1999, Millstone had transformed itself, driven toward organizational change, write the authors, by “unprecedented regulatory fiat, third-party oversight and, above all, leaders at every level who were open to learning.”
Carroll and Hatakenaka, an MIT Sloan doctoral candidate, chronicle the company's gradual path to change and draw “lessons that can be used in all industries to improve managers' and companies' competitiveness in turbulent business environments.”
Other highlights from the issue include:
To read on, please visit http://mitsloan.mit.edu/smr. Reprints of MIT SMR articles are available.
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“One of MIT's strengths is to advance science and technology, but also to transform these discoveries into new products and services — the Sloan School has been a vital part of this tradition.”
Former MIT President
Charles M. Vest