The company is wealthy and dominates its market. A crisis seems distant and yet all the warning signs are there. Should then the decline be managed so as not to make waves, or should changes be brought about at the risk of destabilising the company's jobs, cultures and mentalities? Otis took up the challenge of change and handled a potential crisis before it could happen. The fact that it didn't yet exist did not simplify the issue : it would take one year per hierarchical level for everyone to feel concerned and beginning to act.
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