Case | HBS Case Collection | 1995 (Revised from original version)
by Jay W. Lorsch
Growth in demands on the bank's "back office" required a totally new approach to management. New stress on systems orientation, objectives, measurement, process design and control has resulted in lower costs, fewer people, and higher quality. Also resulted in fear, suspicion, and alienation in middle management. How to get the benefits of change without the unanticipated consequences?
Keywords: Change Management; Transition; Banks and Banking; Management Practices and Processes; Managerial Roles; Production; Outcome or Result; Banking Industry;
Citation:
Lorsch, Jay W. "First National City Bank Operating Group (B)." Harvard Business School Case 474-166, June 1995. (Revised from original March 1974 version.)
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Case | HBS Case Collection | 2013 (Revised from original 2012 version)
Olympus (A)
Jay W. Lorsch, Suraj Srinivasan and Kathleen Durante
Keywords: accounting; corporate governance; Accounting; Corporate Governance; Electronics Industry; Health Industry; Japan;
Teaching Plan | HBS Case Collection | 2013
The American National Red Cross (TP)
Jay W. Lorsch and Michael Norris
Article | HBS Alumni Bulletin | December 2012
Shareholder's Value?: Reassessing Investors' Functions
Jay W. Lorsch and Justin Fox
Keywords: "shareholders," investors; Business and Shareholder Relations;