Includes bibliographical references (pages 227-232) and index.

While 85 percent of U.S.-based corporations engaged in some type of restructuring between 1990 and 1995, most of these changes were not successful. Indeed, 60 percent reported not having achieved their goals, and 44 percent said things had actually gotten worse. In his radical reassessment of management practices, Joyce explains that, in order to succeed in the future, business needs to make a complete turnaround in its approach to employees: Instead of making human fallibility and lack of potential the foundation of organizational structure, management must begin from an assumption of human capability and talent.

Conceived and developed while the author was guiding large-scale change at Nabisco, Citibank, and Aetna (during its acquisition of U.S. Healthcare), the MegaChange system creates an organizational culture that emphasizes not just human value, but human values, and is based on the importance - both for the individual employee and for the organization as a whole - of meaningful work.

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