Ignoring Your Corporate Identity Can Sabotage Strategic Change

Corporate identity is a crucial component of all firms, yet it is often overlooked until a crisis forces companies to confront change, argue Wharton management professor John Kimberly and colleague Hamid Bouchikhi. Managers at Nissan and Danone Group took identity into account when instituting change, the researchers suggest, while managers at Vivendi and Hewlett-Packard didn’t. Ford is wrestling with the issue now. Kimberly and Bouchikhi have developed an “Identity Audit” to help managers factor identity into company strategy.

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