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Case Examples and Analyses

The following cases can be viewed from several perspectives, depending on whether you, the reader, are a manager doing the change, a facilitator who will be running the workshop, or a member of one of the assessment groups.

Case 5.1. AMOCO Engineering

This case illustrates the culture-deciphering process in a project that did not initially involve the total corporate culture directly but instead required that we clarify the corporate culture in relationship to the engineering subculture to accomplish the goals of the project. It also shows that the assessment process is not a one-shot deal but evolves as the change project itself evolves.
In the 1990s “AMOCO Oil” restructured its internal engineering operations by combining all of engineering into a single service group. Previously, the eight hundred engineers involved had been working for various business units, refineries, and exploration and production units as members of those organizations. In the new, centralized organization, they would work as consultants to those organizations and charge for their services. The formal rules were that all engineering services would be charged for, with the fees to the various internal customers sufficient to cover the costs of running the eight-hundred-person engineering unit. The business units that would “hire” engineers to build and maintain the exploration, production, refining,....

  

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