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Most large-scale projects that fail to achieve their stated objectives, are dramatically over budget or are delivered late. Most projects require changes to processes, systems, routines and jobs. The challenge is to maintain the current business operations within a framework for change.

During the 1990s, an increasingly competitive world drove the use of business process re-engineering and business restructuring to improve profitability and return on capital employed. Mobil Oil Australia Limited provides an example of a business process re-engineering project, which has achieved its objectives by effectively using the functionality of the enterprise resource planning system previously installed.

Organizations are being challenged to retain their competitive edge more than ever before. In order to compete, organizations have been forced to implement large-scale change and quality improvement initiatives, which include reengineering, rightsizing, mergers, job relocations, and management restructuring.

Enron, Andersen, WorldCom, Parmalat... over and over again, the neglected corporate culture has been named as a key culprit for the disgrace, and sometimes demise, of major respected organizations. Insiders and experts talk about illegal practices and turning a blind eye to wrong-doing. Find out more with this exerpt from The Corporate Culture Handbook, by Gabrielle O'Donovan.

The transformation of the public sector has fundamental consequences for those working within it. Recent attention has focused on the transformation of the industrial relations systems in this sector. In the context of Western Europe, where there are some of the most regulated systems of industrial relations, this attention has become an acute debate, both for trade unionists and employees.