Leading strategic change at Ericsson

This article examines the nature of change confronting organizations in the 1990s and the strategies espoused in the literature for successfully executing and 'institutionalizing' change. Ericsson Australia illustrates how one multi-national, confronted by dynamic and discontinuous change in its external environment, developed a formal change program aimed at transforming historically entrenched company values, attitudes and beliefs, in conclusion, the article evaluates the extent to which Ericsson's change strategies reflect, or differ from, the common critical steps advocated in the change literature and what other organizations might derive from the Ericsson experience. Copyright (C) 1996 Elsevier Science Ltd