ABSTRACT
This chapter is organized into two main parts: organizational restructuring and the launch of the New Retailing Initiative (NRI). With respect to the former, this consists of a consideration of how various options for organizational restructuring emerged in the company, along with a detailed review of those options and the rationale put forward by the Change Team as a basis for choosing between them. We also look at the decision-making process here and at some of the differences between what the Change Team were arguing for and what the Board and senior managers decided to do-and why there was a gap between the two in some instances. The NRI section outlines what this involved, and focuses upon the processual aspects of implementation, with particular reference to the teamworking, empowerment and cultural dimensions.
