Battling with success

Discusses how IBM Rochester has overcome the barrier of convincing people of the need for change, by focusing on clearly defined and easily understood measurements of success or failure. Asserts that it is a lot easier to institute changes in the middle of a crisis, than when a company has had a long record of success. Describes how the company brought about the changes in the face of possible problems developing. Outlines programme implementation and customer feedback, and the intent to identify best practices. Summarizes the findings and emphasises the need to constantly re‐evaluate performance and business processes despite the company′s acquisition of the Malcolm Baldrige National Quality Award.