In 1995, the General Director Roger Young made the surprising decision to bring in Joel Singer, an outsider to the MBA, to lead the Bay State during the forthcoming deregulation shocks. The singer was convinced that, in this situation, where the boundaries of the industry have been identified, Bay State had the opportunity to become a leader in anticipation of deregulation. By 1997, the singer has been radically restructured Bay State, strategies, processes and culture, and the results looked promising. But in 1998, approached, regulatory problems have arisen in the implementation of the strategy, in particular, regulatory restrictions, restrictions on the company's ability to fund its growth strategy. Bay of government has been forced to reconsider their options. While the singer was convinced of the need to move forward, the unions have a different point of view. Except for the proposed acquisition of Savage-Alert, the company failed to determine the direction of their investments, has an investment plan, and assess the risks associated with its philosophy of venturing into new areas of business. Who was right about the way forward in order to come to grips with deregulation? "Hide
by Alexander Dyck, Indra A. Reinbergs Source: Harvard Business School 30 pages. Publication Date: March 10, 1998. Prod. #: 798058-PDF-ENG
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