ABSTRACT
In this chapter we show how a strategy for change emerged within Bass Taverns during the early 1990s. The formation and membership of the Change Management Team is outlined, along with the change processes and projects it initiated or managed. The change projects are described, illustrated and evaluated. Implementation challenges are described, as are the responses to them of the Change Team. Two of the three Business Process Re-engineering (BPR) core processes are illustrated through case study examples. We conclude with a consideration of the politics of change, drawing upon events associated with two of the pub pilot projects.
