ABSTRACT
This chapter suggests that a perpetual transition management model of large scale organizational change, as a source of practical guidelines to help other companies adopt this kind of development and innovation. The guiding principle for the electronics industry throughout the 1990s will be the need for flexibility. To cope with change requires a desire to undertake change as part of the day to day process of managing organizations. The Digital experience, and the contributions from some of the other published commentary examined earlier, suggests a perpetual transition management model of large scale organizational change. The problem for most organization lies in what Barbara Perry called ’transition management’. It is a comparatively straightforward matter to identify the work and organizational design features that one wishes to implement. The chapter identifies lessons from the Digital experience that address the problem sets, in accomplishing the transition, and in making it stick.
