Shell operating units, many of whom resisted the changes. Holmes, Sara

everyone in the organisation and, crucially, bridge the gap between the aspirations of That meant everything from common invoicing and finance systems to bigger more centralised distribution networks. They’d been picked because they had both technical understanding and could provide change leadership. Shell works with a wide variety of suppliers, from household names such as Mars to local suppliers. That can cause the initiatives to fail.

They defined a series of unique branding propositions that would, ultimately, give them standout recognition. Email your librarian or administrator to recommend adding this journal to your organisation's collection.

In this instance the success of organisational change – supporting the delivery of crucial business strategies – was driven by a common and effective organisational change requirement.

This data will be updated every 24 hours. In the late-1990s, industries around the world were becoming increasingly alarmed that all software would reset itself on 1 January 2000. Research Paper 3: Leadership and Management: A case study of Royal Dutch Shell Submitted Management and Leadership MGMT 704 - 102 October 15th, 2013. The need for decisiveness and communication, the inevitable disruption, and why you’ll probably need to break down “the old ways”... Managers can learn a lot from these classic change management case studies - Paul Arnold, © 2020 Chartered Management Institute. your proposal. 2007.

Once the separation had been effected, the focus was on creating a new brand and rapidly building the business into a viable standalone operation. * Views captured on Cambridge Core between .

This wasn’t an opt-in situation. This was all about ensuring that solutions were found and implemented in time. Usage data cannot currently be displayed. Bowen, Frances

Even those who weren’t likely to be impacted by consolidations were given clear messages about the future.


2010. Few organisations do this well. Ann Francke OBE speaks to Salman Amin, CEO of Pladis, about the many challenges of running a global business during Covid-19, Check out this five-minute masterclass from one of the UK’s top comedy improvisers on how you can get in the moment.

Van der Veer knew that the many areas of resistance had to be identified and addressed in There were many opportunities during the change programme for cultural misunderstandings. processes across all countries and regions that benefited Shell globally were to be And two: change is something that can be delegated, like other implementation-based activities such as project management and risk. The case study is based on the Shell Pakistan Ltd, the company planned to transform its systems from JD Edwards to SAP globally and the idea behind this was to streamline the processes and the system enabled Shell to increase and improve on its operational performance and efficiency on the path to …
And António Horta-Osório had been moved to to lead change at another, even bigger, banking institution: as CEO of Lloyds Banking Group. Paul Geddes remains the CEO of the quoted business. Giménez, Cristina Imagine you Shell is in a significantly healthier position than when the transformation started, and by everyone involved. (30%), Underlying Change Management Concepts - Use models for managing change and your They both modelled and drove the It was a stunning success, gaining market share within weeks. Only this could bring clarity, efficiency and best practice to institutions that had become totally entrenched in ‘their way’ of doing things.

change projects within this program. Actually, change programmes are most successful when, as a result of external factors,  there’s a shared sense of urgency to deliver tangible change. They’d been picked because they had both technical

The new group chairman, Jeroen van der Veer, believed that in order to survive, the corporation had to transform its structure and processes. And the ramifications of Downstream-One continue to result in ongoing change…. In 2004 Shell was facing an oil reserves crisis that hammered its share price. Implementation Approach and strategies, Copyright © 2020 StudeerSnel B.V., Keizersgracht 424, 1016 GC Amsterdam, KVK: 56829787, BTW: NL852321363B01.

Full text views reflects the number of PDF downloads, PDFs sent to Google Drive, Dropbox and Kindle and HTML full text views. In February 2013 the new global brand Ooredoo was launched from a standing start in a matter of weeks in Qatar, with the iconic footballer Lionel Messi introduced by Sheik Abdullah as the global brand ambassador. In Shell’s case, however, the change leadership started and finished with new behaviours needed for the change to succeed. Published online by Cambridge University Press: URL: /core/journals/business-ethics-quarterly. what was required and why. However, for a change programme of this scale to be successful, everyone had to adhere to the new systems and processes. It’s a testament to Geddes, and the insurance business’s leadership at the time, that they turned the opportunity into a positive exercise and used the separation process to create a viable, standalone, rebranded insurance organisation, now known as Direct Line Group. But one exception is the case of Shell. By identifying and rapidly addressing the many areas of resistance that emerged – such as that some influential stakeholders stood to lose control or market share – adoption was accelerated. complete this work. In all major change programmes, there’s always the danger that change management gets The emphasis had to be on rapid implementation, and leaders had to avoid the temptation to try to deliver value from change. Those leading the change had to ensure that the major players in all their markets knew what was required and why. In Shell’s case, however, the change leadership started and finished with Jeroen van der Veer, who never drew back from emphasising how important full implementation of Downstream-One would be. management programme must identify areas of potential conflict, address the needs of In 2004, Jeroen van der Veer implemented a program of changes in Shell.

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