When it comes to change, what's your IQ?

By Carol Beatty
|Canadian HR Reporter|Last Updated: 07/06/2001

Picture this: you’re a high-level HR executive in a large, successful, high-tech company and you’re at the meeting of the company’s top 150 officers.

The CEO rises to the podium to give his closing address. The company has had a very good year financially, and you expect him to give praise to the managers for a job well done. Instead you listen somewhat in shock as he talks about the need for change and renewal.

He calls upon the senior managers to consider structural changes, smaller, more focused and less bureaucratic business units. He mentions decreasing the many layers of management to bring management closer to the customer.