This case describes how Kevin Casey, Comcast New England converted region general manager, low organizational commitment and performance. When he took charge of this region Comcast, he inherited an organization that was bureaucratic, had low customer satisfaction and performance was weak. The case describes the journey of transformation from 2003 to 2006. The case describes the changes in the senior team, structure and processes of the organization. It follows two representations of a powerful e … Read more »

This case describes how Kevin Casey, Comcast New England converted region general manager, low organizational commitment and performance. When he took charge of this region Comcast, he inherited an organization that was bureaucratic, had low customer satisfaction and performance was weak. The case describes the journey of transformation from 2003 to 2006. The case describes the changes in the senior team, structure and processes of the organization. It follows two representations of a powerful employee engagement process for honest discussions between the senior team and the organization that believe Casey and his team, the top was an essential ingredient for the success of the transformation. The case ends with a review of changes in financial performance, employee attitudes and customer satisfaction. The case describes the important role that the human resources function in facilitating the change process played, and it describes the transformation of the role of transactional, strategic.
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from
Michael Beer,
Anita Arun
Source: Harvard Business School
23 pages.
Release Date: 31, January 2008. Prod #: 908405-PDF-ENG
Comcast New England: A Journey of Organizational Transformation HBR case solution