THE CORPORATE ENTREPRENEUR - LEADING ORGANIZATIONAL TRANSFORMATION

This article describes the experiences of senior executives in leading corporations across the world who have led major customer transformat ion programmes during the last three years. They come from industries as diverse as banking and airlines, ; biotechnology, pharmaceuticals a nd utilities, computers and consumer goods. The article concludes that the old division between the attitudes, skills and behaviours of corp orate executives and entrepreneurs is no longer relevant or useful; th at corporations seeking to transform their organizations to ''own'' th eir customers-now and in the future-need a new sort of person who comb ines attributes of both, but is more akin to the entrepreneur than to the traditional bureaucratic manager. However, the top management role in the customer transformation process remains critical. The outstand ing question is: Do we need a new role for fop management, or a new to p management for a new organizational role? (C) 1997 Elsevier Science Ltd.