When a large organisation experiences a change in its business environment in a way that interrupts how business has previously functioned this can be detrimental if the organisation cannot change and adapt to the changes. The TEIER model is introduced in this paper as a means for large organisations to achieve organisational changes more reliably and with less immediate implications to organisational culture. The TEIER model was inspired by the case of a large oil drilling company based in Denmark which had to change its growth potential beyond core business as core business was diminishing and becoming more competitive. The TEIER model is proven through a literature review which establishes the theoretical basis for the model comparing the academical findings with case company in a qualitative study.
|Educations||MSc in Management of Innovation and Business Development, (Graduate Programme) Final Thesis|
|Number of pages||104|