Observers and researchers also cite global competition, flattening hierarchies, quality-improvement programs, burgeoning entrepreneurial initiative, increasing diversity, cost reduction, lean production, heightened customer expectations and the subsequent drive for improved customer service, deregulation, privatization, expanded financial resources, a blurring of industry distinctions, and an eroding of the divide between industrial and service businesses as drivers of change.
While much change is directed at improving organizational profitability, some stems from the disruptive turmoil of unexpected events such as the Sept. 11, 2001, terrorist attacks, the SARS outbreak, and the Northeast power-grid failure of 2003. Looming external drivers of change might include soaring fuel prices and the threat of avian flu. In the example story in the extended entry, Sept. 11 led to company downsizing:
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Sample story of unexpected event driving change:
Early in my tenure in the training and development department of a large hospitality company, 9-11 temporarily killed the tourism industry, and we had to go through some downsizing. My role was to work with other members of the leadership team to make some tough decisions and to think through some criteria about how we would make those decisions - to make sure that we were being fair and open with everyone. People in training and development are almost always the first to go. We tried to think about the human factor and to be creative in considering the individuals, evaluating the situations, and coming up with criteria.
