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A lesson to be drawn here is that continuity and change depend on each other—leadership thinking must find a way to balance them. In large public administrations, however, change is not considered essential to enhance the viability of their identity, as can be the case in large private firms. The three challenges identified by Necci were: 1. The move to a European scale. Much of the business (like freight and some inter-city passenger services) would in the near future be conducted at this level, as per Brussels-set policies and directives.
However, in some business units, management bonuses depended on WPoF participation. • The HR board did not meet regularly, and the union did not participate in decision-making at the strategic level. Chapter 3: AT&T: Cooperation is Not Enough 31 32 Chapter 3: AT&T: Cooperation is Not Enough • Some new units remained non-union, and CWA attempts to organize were met by local managerial resistance, causing distrust that limited a fuller partnership. However, the union recognized that they were gaining management support.
He thought this would have been a way to avoid facing other, larger issues, and said so. He believes Necci was impressed with this argument. Normann said something like "quality cannot be achieved by some cosmetics, but has to come through a tough training camp and steeple chase," which Necci then quoted on television. Necci came to see the quality project, and Normann, as a means to "upframe" the process of changing FS. In any case, some time after this Normann got the message through his Italian friends that FS planned two major projects: a "diversification" project, and a "core business" project.