Approaches to Stimulating Change in Mature Insurance Companies
对比成功与不太成功的保险公司，发现成功启动创新的CEO采用非常规手段（如休克疗法）激发员工行动，然后通过管理转变让一线经理负责，而更逻辑的讨论策略反而导致分歧和动力不足。
The findings reported in this paper address problems confronting chief executives and functional specialists involved in turnaround situations. A comparison is undertaken of companies in which innovation was successfully started – called ‘pacesetters’– with companies which were less successful. Starting innovation was an important precursor for profitability in all the companies studied. Without change there would be no tomorrow. In pacesetter companies, chief executives used an unconventional approach to shock staff into action. They ruthlessly opened minds to market threats and opportunities. After administering shock treatment, they carefully returned responsibility to first line managers through a deliberate ‘managerial shift’. They insisted that the new style of managing they introduced be market‐focused. In contrast, chief executives of companies which were less successful at starting innovation encouraged debate on alternative strategies as a prelude to any action. This apparently more logical approach led to frequent disagreements which sapped employee motivation. It lacked the urgency of an approach firmly grounded in the realities of the market place.