ABSTRACT
Not a day goes by without some new initiative being announced that someone, somewhere, thinks will make a major difference to an organisation’s ability to be even more competitive in the market place. Be it new IT systems, new approaches to performance management, new value adding processes, or new ways of budgeting and forecasting, someone somewhere will perceive one or more of these as providing a potentially more efficient and effective means of realising corporate objectives. In today’s higher education system, the multitude of external drivers (e.g. globalisation, the introduction of student fees, e-learning) have not only increased the pace of change, but also forced senior management teams to reconceptualise the way in which various change initiatives should be led and managed.
