Title

Understanding and leading large-scale change at the kennedy space center

Abstract

The paper contributes an alignment framework for understanding and leading a large-scale organizational change or transformation. Engineering managers and change agents can use this framework to engineer a transformation such as downsizing or change in an organization's mission or role. We developed the framework using an applied, action research approach involving interviews with senior management and employee groups from the Kennedy Space Center and organization leaders who have undergone change. A fundamental problem an organization undergoing a transformation deals with is defining and executing the right work the right way with the right people at the right time. We define six high-level steps: develop strategic direction, determine roles, align processes, align resources, align the workforce, and lead the change. We describe potential strategies for accomplishing these steps based on actions the Kennedy Space Center is taking. © Taylor & Francis.

Publication Date

1-1-1998

Publication Title

EMJ - Engineering Management Journal

Volume

10

Issue

2

Number of Pages

17-21

Document Type

Article

Personal Identifier

scopus

DOI Link

https://doi.org/10.1080/10429247.1998.11414980

Socpus ID

13044263880 (Scopus)

Source API URL

https://api.elsevier.com/content/abstract/scopus_id/13044263880

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