This document analyzes organizational change at Apple and Nokia as they shifted production to focus on touchscreen smartphones. It uses the Weisbard Six-Box diagnostic model to evaluate the change, examining the companies' purposes, structures, relationships, leadership, rewards and mechanisms. It finds that while both aimed to be technology leaders, Apple has emerged more successful by aggressively innovating software. Nokia saw initial success but declined due to lagging software development. The change was effective for Nokia initially but it lost market share by not keeping pace with trends. Recommendations are made to overcome potential resistance to change.

1. Running head: THE CHANGE ANALYSIS; IMAGES OF
CHANGE
THE CHANGE ANALYSIS; IMAGES OF CHANGE
8
The Change Analysis; Images of Change
11/11/2017
Introduction
Change management may appear a simple task, but it may
be highly challenging especially without proper planning. There
are various roles and responsibilities that determine the success
of change management, including the roles of director,
navigator, caretaker, coach, interpreter, and nurturer. The roles
have varying impacts on change management. Every role among

2. the six has significant impact on the success of change
management, and therefore should not be ignored.
Organizational change management is not a one-time event, but
rather a process that requires effective management, in order to
achieve success (Sanders, 2014). Additionally, the effectiveness
of change management depends on the collaborative efforts of
varying stakeholders, including employees, management,
leaders, and employers, among others.
Some of the key images of managing change include
director, coach, and interpreter ‘images. The three elements of
managing change play a significant role, in ensuring the success
of the organizational change. Organizational change is a
complex process, which must be approached in a manner that
considers the multiple aspects that affect the same. It may either
affect an organization positively or negatively. Consequently,
organizational management and leadership should take into
consideration the numerous factors that may affect the
effectiveness of organizational change, in order to ensure
success (Cross, 2016). This paper focuses on change analysis by
focusing on some of the most key ‘images for change’,
including director, coach, and interpreter.
Apple vs. Nokia Organizational Change
Apple Corporation and Nokia Corporation have undergone
major technological changes in their organizational processes
and products in the past ten years. The organizations have been
effective in responding to the current trends in the industry,
owing to major technological advancements in the twenty-first
century. The two companies have emerged among market
leaders in production and commercialization of smartphones.
They have adopted the most recent technologies, which has
enabled them to shine in the industry. One of the key
technological changes that the firms have adopted is touch-
screen smartphones that have outsmarted hardware keyboards
smartphone producers such as Blackberry (Skarzynski,
2008). The change has enabled the two companies to grow
tremendously in the highly changing industry in terms of

3. technology.
Nokia and Apple have invested billions of dollars in
advancing their products. The two have been rampant in
innovation and technological advancement, which has enabled
them to gain relevance in the industry, since early twenty-first
century. However, Apple has emerged the market leader in the
industry, owing to its aggressiveness in software production.
Nokia has sold a billion phones by 2005, where it achieved 40
percent of the global market share. However, its sales declined
as a result of its lag in software development, unlike Apple.
Although the technological change was effective for Nokia for
some years, it lost its aggressiveness in keeping up with the
industry trends. It has been forced to cut on its production
costs, including labor costs and selling some of its business
lines (Lee, 2001). For instance, it sold one of its key business
units to Microsoft in 2007, following the pressure from its
rivals, including Apple Corporation.
Images for Change
Director
The director ‘image’ in change management is very vital,
owing to its impact on the success of the same. The image takes
the roles of communicating and sustaining change. Although the
role plays differently in different situation, it impacts
significantly on the success of organizational change.
Communication role enables the management to communicate to
other team members on the goals, policies, procedures, mission,
and vision of the organization. It provides an opportunity to
solicit the support of the organizational members, as well as
clarify the varying roles and responsibilities of each and every
employee. Communication enables the director to address
potential factors that may cause resistance to change. Another
key role of the director is to sustain the change, in order to
ensure organizational success. An organization may incur huge
losses for investing in a change that is not sustainable (Cantore,
2016). The director takes the role of ensuring the change is
viable and beneficial to the organization even in the future.

4. Coach
Organizational change is a complex process, which
requires a coach to educate people on the relevant issues
involving the same. Change comes with numerous issues,
especially with regard to its effects on organizational structure,
culture, design, and procedures. The coach will be relevant in
training people on how to adapt to the changes that emerge as a
result of organizational change. For instance, the technological
changes in Nokia and Apple will require a coach to educate the
organizational members on how to cope with the same. Some of
the issues that a coach will address include factors that may
cause resistance to change, job insecurity, and executive
coaching. A professional coach will understand major issues
that may affect the implementation and success of
organizational change, including leadership, motivation, and
skills, among others. For instance, a technological change may
require an intervention of a coach, in order to train leaders on
how to address fears among employees due to fear of losing
their jobs (Hamel, 2012).
Caretaker
The caretaker takes the role of issues within an
organizational change, through various responsibilities such as
evaluation and monitoring of the same. Change management
should consider the progress of implementation, in order to
ensure it is aligned to achievement of its goals and objectives.
The evaluation role enables the caretaker to identify the needs
and issues that change should address, which in turn ensures
organizational success. Monitoring ensures that the emerging
issues within the implementation of change are addressed
appropriately. The dynamics and complexities in today’s
organizational environments make it vital to monitor the
progress of the change, in order to make the necessary
adjustments.
Combination of the Images

5. The combination of the three images of change management will
be effective in managing the technological changes in Nokia
and Apple Corporations. Technological changes are some of the
most complex changes that organizations undergo through. The
changes come along with numerous issues, which affect
organizations and their people. Technological changes may
cause major issues such as job insecurity, lack of motivation,
and changes in organizational procedures, among others. The
combination of the images of a director, coach, and caretaker
will be most appropriate in managing the change, in order to
ensure success (Carter, 2001). Although every role in change
management is relevant, a combination of a coach and director
will better manage the technological change in Nokia and Apple
Corporations.
A coach and director will enhance the achievement of the
goals and objectives of the organizational change. The success
of any change in an organization depends heavily on how
effective the management communicates to the employees about
the details of the same. Effective communication will enable the
management to address issues that may cause fear among
employees, clarify on mission and vision, goals, and solicit the
support of the organizational members. One of the major threats
to the success of organizational change is resistance to change,
lack of motivation, and job insecurity. Effective communication
will enable the leadership to address the issues effectively,
which will in turn enhance achievement of the goals and
objectives (Palmer, 2009). Additionally, the organization has
invested massive resources to undertake the change, which
makes it vital to sustain the change, in order to be beneficial to
the organization, customers, and other stakeholders even in the
future. It is therefore pertinent for the change management to
sustain the change even in the future, in order to ensure optimal
returns from the same.
The caretaker and the coach will make it possible for the
people to understand and cope with the change. Technological
change leads to changes in production processes, products,

6. procedures, and policies of the organizations. It amounts to a
disruption in the routine way of life among people in the
organizations, which requires the roles of a caretaker and a
coach, in order to address the numerous issues arising from the
same, as well as assist people to adapt to the new work life. The
coach serves as an instructor on how to implement and carry on
with the change, which ensures its success (Jick, 2011).
Image Analysis
Apple
Nokia
Change
Technological
Technological
Effects on Structure
Process change, Procedures, policies, culture, and products
Processes and products change
Image
Caretaker
Director
Timeframe
Progressive
Progressive
Success
Sustained
Successful in short run
Conclusion
Organizational change is a complex process, whose
management should consider varying factors. The different
‘images for managing change’ take varying roles, which should
not be ignored. Organizational change requires huge investment
of resources. Therefore, it is pertinent for an organization to
enhance its change management, in order to ensure optimal
returns. The dynamics and complexities in the current markets
have continuously compelled organizations to undertake

7. changes in their processes, procedures, structure, culture, and
products, among others. Organizations continue to undertake the
changes in order to achieve competitiveness in their industries.
However, it is important for an organization to effectively
manage its change, in order to benefit from the same.
References
Top of Form
Carpenter, M. A., & Sanders, W. G. (2014). Strategic
Management: Concepts and cases. Harlow: Pearson Education
Limited.
Bottom of Form
Top of Form
Cross, S. (2016). First and fast: Outpace your competitors, lead
your markets, and accelerate growth.
Bottom of Form
Top of Form
Bottom of Form
Top of Form
Bottom of Form
Top of Form
Hamel, G. (2012). What matters now: How to win in a world of
relentless change, ferocious competition, and unstoppable
innovation. San Francisco, CA: Jossey-Bass.
Bottom of Form
Top of Form

8. Bottom of Form
Top of Form
In Carter, L., In Giber, D. J., In Goldsmith, M., & Linkage Inc.
(2001). Best practices in organization development and change:
Culture, leadership, retention, performance, coaching : case
studies, tools, models, research. San Francisco: Jossey-
Bass/Pfeiffer.
Bottom of Form
Jick, T., & Peiperl, M. (2011). Managing change: Cases and
concepts. New York: McGraw-Hill/Irwin.
Lee, S. (2001). Nokia: strategic transformation and growth.
Seoul: School of Public Policy and Management.
Bottom of Form
Top of Form
Lewis, S., Passmore, J., & Cantore, S. (2016). Appreciative
inquiry for change management: Using AI to facilitate
organizational development.
Palmer, I., Dunford, R., & Akin, G. (2009). Managing
Organizational Change:2nd Revised edition: A Multiple
Perspectives
Skarzynski, P., & Gibson, R. (2008). Innovation to the core: A
blueprint for transforming the way your company innovates.
Running head: COMMUNICATION PLANS 1
COMMUNICATION PLANS 4

9. Week 6 project: Communication Plans
Case for Apple Inc
Professor:
Class: HRM 587
Student:
Communication Plans
Introduction
Change is inevitable, and any organization that wants to
proceed and maintain business continuity must adhere to the
rules of the changing environments. Apple Inc., for instance,
has embraced this change strategy, while Nokia lagged behind.
This saw the rise of Apple Inc. to massive heights as Nokia
cried foul over the play, but it failed to change and adapt to the
new markets and requirements of technology.
Question Two
One way of addressing changes in Apple Inc. Company is by the
use of staff forums. Staff forums are very effective in ensuring
that proper changes are implemented. Staff forums take the form
of gathering together various staff members and educating them
on the need for change in order to remain relevant in the
market. Staff forums are effective in that they can be organized
quickly over break hours at workplaces, or during workshop
events in the company. Moreover, the Research and Design
Team or the HRM team could schedule particular sessions
through web calls to relay information or set up staff forums to
discuss changes required in order to remain competent in the
changing markets.
Question Three
An article by Dudovskiy (2013), discusses changes in
organizational structure of Apple after the death of the CEO
Steve Jobs in 2011. Tim Cook, the successor of Steve Jobs,
analyzed the leadership styles that Steve Jobs had employed
during his era. By use of blunt criticisms and harsh corrections
and management, Steve Jobs had delivered and sourced many

10. competent stakeholders, but maintaining a reign of fearful
submission rather than respect. Through his famous pressurized
team building and engagements, Steve Jobs literally forced
things into place. However, Tim Cook restructured the
leadership and management styles, to ensure that each employee
was diligent enough and self-compliant with the rules and ethics
of the organization and work at large, to provide throughput
without supervision or constant pestering to deliver.
Additionally, cultural integration aspects were introduced by
Tim Cook, since Steve Jobs had overlooked and failed to
practice these cultural norms and values at workplace. Tim
Cook identified the need for integrating work ethics with
cultural ethics in order to improve social interactions and also
improve communication strategies amongst employees and the
associated clients. Such understandings of cultural ethics and
diversities can help provide quality changes in the production of
quality products and services. Also, on diversity, the company
could be able to diversify its production according to the market
changes and requirements by analyzing on the preferences
presented.
Conclusion
To maintain a market, not just any changes can be made.
Proper change strategies define the appropriate measures to
change and improve. Tim Cook, for instance, identified that his
processor was a strong leader who forced his way into having
things done his way. However, a change in this strategy would
prove more efficient in freewill production of quality products,
and the sense of belonging in the manufacturing industry. This
means that the approach used to improve and innovate on
certain perspectives of change matters and defines the overall
success of the organization in the market.
References
Dudovskiy, J. (2013, May 4). Leadership Change at Apple and
its Implications on Organisational Culture. Retrieved from
https://research-methodology.net/leadership-change-at-apple-

11. and-its-implications-on-organisational-culture/
Diagnosing The Change
Week 4 Project: Diagnosing the Change
Case for Nokia and Apple Inc.
Professor:
Class: HRM 587
Student:
Introduction
The two companies selected for assessment of organizational
change are Apple and Nokia. Both of these companies are
technology companies centered on the production of mobile
technology as well as other consumer electronics as well as
computer hardware and software products. The change being
considered in these companies entails their production processes
by which they are shifting their mainstream production into
touchscreen smartphones. The move to focus on touchscreen

12. smartphones is informed by the significant technology
advancement and developments (Hamel, 2012). This in turn has
led to fundamental changes in the tastes and preferences of
customers such that many cell-phone buyers today prefer to buy
touchscreen smartphones as opposed to traditional hardware
keyboard smartphones such as those manufactured and sold by
Blackberry. The following discussion therefore uses the
Weisbard’s Six-Box model as a diagnostic model to help
evaluate the performance of this kind of organizational change
within these two companies. It also gives a SWOT analysis of
associated with these organizational changes as well as
identifying potential areas of resistance that these changes may
yield to the respective companies going on into the future. It
concludes by suggesting some recommendations to overcome
the instances of resistance identified.
The Weisbard Six-Box Diagnostic Model
The proponent of this performance diagnostic model is
Weisbard who cast forth this model in 1776. The main idea of
this model is that an organization’s life can be broken down and
categorized into six categories. These are; purposes, structures,
relationships, leadership, rewards and helpful mechanisms
(Skarzynski & Gibson, 2008). The purpose of an organization
relates to the organization’s set mission and goals. These are the
long-term strategic objectives of the company. It entails the
position in which the organization views itself in the
foreseeable future. Apple Inc. having been established in 1976,
it envisions itself as a leading market leader in innovativeness,
creativity, and beauty of its wide range of products. But even
then, its major product that has guaranteed the company
continuous growth in revenue sales over the past 10 years is its
introduction of its iPhone brand of smartphones. Nokia also
aims to be a leading global manufacturer of affordable, efficient
and high-performance consumer electronic products (Lee,
2001).
The structures in this Six-Box model makes reference to the
manner in which these companies are organized. Both

13. companies are structured in accordance to products, programs
and projects such that various levels of multi-skilled teams
work together. This also closely borders to relationships.
Relationships pertains to the way in which the various people
and business units within both Apple and Nokia function and
interact with each other. In this case, with the change in
technology trends and consumer preferences within the market,
various business units such as marketing, R&D, and operations
have had to coordinate their activities together so as to
successfully integrate these technology changes as key
organizational changes. Relationships also refers to the way the
people and units of Apple and Nokia interact with technology in
their work. This has a huge bearing on the success of the
departure from conventional cell-phone hardware keyboard and
the transition to the adoption of touchscreen smartphone
manufacturing (Cross, 2016).
Rewards refers to the intrinsic and extrinsic the employees of
these two companies derive and associate with their roles.
These rewards could be extrinsic as when they come from the
management or just intrinsic when they simply entail personal
satisfaction upon contribution of ideas and taking up risks so as
to take advantages of new opportunities. The kind of reward
system in place will be crucial in furthering employee
innovativeness and creativity to initiate and undertake
organizational changes that are meant that respond to changes in
the market environment. The leadership role in Apple Inc. and
Nokia is an important link to all other categories identified
above. Besides the leadership playing an important role in
linking the various business functions and units together, the
leadership also entail championing the adoption and sustenance
of whatever change within the organization (Jick & Peiperl,
2011). That is, the leadership mobilizes employee support for a
given organizational change and is therefore responsible for the
implementation and sustainability of the change if it is intended
to yield positive results for the company. In this context, the
leadership in both companies is exemplified by the company’s

14. CEOs, Board of Directors and other senior and middle-level
management staff. Furthermore, the helping mechanisms refer
to the planning, controlling, budgeting and information systems
that both Apple and Nokia have in place to serve to achieve
their goals and objectives (Jick & Peiperl, 2011).
An equally important element in this model is the environment.
This is the market environment and it focuses on the particular
tastes and preferences of consumers within the market as well
as trends in these preferences over time (Skarzynski & Gibson,
2008). An understanding of the environment will help augments
the other aspects of the Six-Box model as explained in earlier
sections of this essay.
SWOT Analyses
Apple Inc.
Strengths
Strong Brand Image: This has greatly boosted the uptake of the
company’s products in the U.S as well as other new markets in
many emerging economies globally. This strong brand image
has been enhanced by good reputation for offering high-quality,
stylish and high-performance products (Cross, 2016).
Relatively High-Profit Margins; The company uses market
skimming to set and position its new products in the market.
Pricing its products at a premium allows the company to
experience high-profit margins (Cross, 2016).
Effective Innovation Process; Apple company invests
significant amounts of its sales revenue in product research and
development. Its aggressiveness in software development of its
products has placed it ahead of its competitors and hence poised
the company for easier adaptation of its organizational changes
(Cross, 2016).
Weaknesses

15. High Selling Prices: This limits the uptake of its products by
the low-income earning segments of the markets. As a result,
the company ends up relying on only a limited number of high-
end market buyers for its products and hence this may stand in
the way of ensuring a successful organizational change
implementation (Palmer, Dunford & Akin, 2009).
Over-dependence on iPhone Sales; the company majorly relies
on the sales of its iPhones. Its iPhones make up approximately
66% of its total sales revenue every year. Should anything
fundamentally change customer preferences for iPhones in the
negative sense, then the company stands to experience
significant loss in declined sales revenue (Cross, 2016).
Opportunities
Growing Internet of Things (IoT); the future growth in IoT
places the company in a position to exploit its software
platforms as well as enhance production and sale of its
smartphones (Cross, 2016).
Expanding Mobile Payments Markets; this will necessitate the
need of better smartphones hence supporting the need and
demand for smartphones. Touchscreen smartphones will in
particular attract more attention and interest from potential
customers (Hamel, 2012).
Threats
Aggressive Competition: The smartphone industry is marked
with tough competition from top smartphone manufacturers.
Rival brands such as Samsung and Sony put pressure on the
sales of the company and hence may limit the profitability of
any new ventures of the two companies (Cross, 2016).
Imitation; Most of the innovations fronted by the two companies
in the area of software and hardware development is often
imitated by other companies. This leads to lost sales revenue in
the imitated products and designs (Cross, 2016).
Nokia
Strengths
Market Experience: The company has been in the market for
consumer electronics for a period of over 140 years. As a result,

16. it is a top brand in the market for smartphones with enough
resources to undertake effective product research and
development as well as market research (Lee, 2001).
Wide range of Products; The company has various products that
is available for all classes of consumers (Lee, 2001).
Global Expansion: The company has vast experience in
venturing into other global markets. This will ease the process
of introducing its new technologies in its target market (Lee,
2001).
Weaknesses
Market skimming prices of high-value smartphone sets: This
eliminates all classes of consumers from accessing its products
(Cross, 2016).
Less stylish in low priced Products: Most of the company’s low-
priced products lack aesthetic appeal to attract a large customer
base (Lee, 2001).
Opportunities
New Growth Markets: This offers great market potential for the
company to expand and grow the sales of its new technologies
and products (Hamel, 2012).
Increased Demand for smartphones: This offers great outlook
for the demand of the company’s brand of smartphones going
into the future (Cross, 2016).
Threats
Strong Competition: Nokia faces great competition from large
brands such as Samsung and Apple’s iPhones (Lee, 2001).
Imitation: Nokia’s touchscreen smartphones also face stiff
competition from counterfeit products from China (Lee, 2001).
In light of the above analyses, there is great similarity in the
strengths, weaknesses and threats faced by the two companies.
They both have strong market brands with significant market
share in the smartphone market. They also face stiff competition
from other large smartphone manufacturers and their products
both face competition from imitated cheaper counterfeit
smartphones which then eat into the sales revenue of both
companies. These threats in particular will hamper the complete

17. success of organizational challenges that both companies plan
to undertake in line with enhancing the technological software
of their brand of smartphones to include touchscreens.
Recommendations
With these in mind, both Apple Inc. and Nokia will need to
adopt policies that will buoy them against the challenges
presented by the external threats they face. In particular:
To deal with strong market coemption, both Apple and Nokia
shall need to undertake actions to stay ahead of the competition.
Key to remain ahead of their competitors is consistent
technological enhancement of their products. By investing
adequate financial and human resources to product research and
development, Apple and Nokia will be able to develop desirous
high-quality smartphones that will attract more customers and
hence poise both companies for increased revenue sales.
Further, earning reputation for high-quality smartphones will
boost the company’s marketing efforts to attract and retain
customers and hence build positive corporate images for both
companies (Hamel, 2012).
The public agencies in charge of regulating the market for
consumer electronic products in various countries in which
Apple’s and Nokia’s touchscreen smartphone products are sold
shall need to adopt more stringent regulations against
counterfeit and imitated products. Regulation through
legislation is the most effective way of mitigating competition
against imitated versions of Apple’s and Nokia’s brand of
smartphones. Therefore, both companies may need to rally
government support so as to push for establishing clear laws
and regulations towards this end (Hamel, 2012).
Conclusion
The Weisbard’s Six-Box model as a diagnostic model for the
performance of organizational change categorizes the
organizational life of both Apple Inc. and Nokia into six broad
categories; including structures and rewards. This model assists
in the evaluation of the organizational changes pertaining to the
two companies manufacture, development and sale of

18. touchscreen smartphones. However, factors such as strong
market competition and imitation of their products may
introduce friction into the planned organizational changes.
Investment of adequate financial and human resources into
product research and development will go a long way towards
helping both companies stay ahead of their competition.
References
Carpenter, M. A., & Sanders, W. G. (2014). Strategic
Management: Concepts and cases. Harlow: Pearson Education
Limited.
Cross, S. (2016). First and fast: Outpace your competitors, lead
your markets, and accelerate growth. John Wiley & Sons.
Hamel, G. (2012). What matters now: How to win in a world of
relentless change, ferocious competition, and unstoppable
innovation. San Francisco, CA: Jossey-Bass.
Jick, T., & Peiperl, M. (2011). Managing change: Cases and
concepts. New York: McGraw-Hill/Irwin.
Lee, S. (2001). Nokia: strategic transformation and growth.
Seoul: School of Public Policy and Management. Pearson
Education.
Palmer, I., Dunford, R., & Akin, G. (2009). Managing
Organizational Change (2nd Ed.): A Multiple Perspectives.
Elsevier Press.
Skarzynski, P., & Gibson, R. (2008). Innovation to the core: A
blueprint for transforming the way your company innovates.
Elsevier Press.
1
Running Head: APPLE VERSUS NOKIA CHANGE
APPLE VERSUS NOKIA CHANGE
4

19. Course Project: Apple vs Nokia Change:
(HRM587)
(29/10/2017)
Course Project Topic
Apple versus Nokia Smartphone maker innovation and
technology change
Apple Corporation and Nokia Corporation are among the market
leaders in the smartphone production and commercialization.
The two firms have undergone immense changes in their
production processes, owing to the rapid technological
advancements and changes in the industry. In order to fit in the
business, they had to shift to production of touch-screen
smartphones, as opposed to hardware keyboards. They
experienced similar pressures for change as a result of the rapid
innovation and technological advancements (Gouillart, 2014).

20. They faced huge pressure to advance their products and rapidly
innovate, in order to meet the ever changing market needs.
Although Apple managed to step up from its financial
hardships, it has faced stiff competition from Nokia. The two
have managed to effectively adopt changes in the industry,
owing to technological advancement and innovation. The market
has also changed significantly, where demand for touch-screen
smartphones has risen considerably (Dess, 2012). Apple has
achieved a significant market share, through its rapid innovation
and technological advancements. On the other hand, BlackBerry
has lagged behind, failing to capture the emerging opportunities
from innovation.
BlackBerry has maintained a hardware keyboard for its
Smartphone products; while Apple has gone further to innovate
touchscreens. The Nokia and Apple’s products have hit the
market for the recent past, which has enabled the firms to
become the market leaders. Initially, BlackBerry was one of the
market leaders, until 2011, when it started losing its market
share to other rival companies, including Apple, Nokia, and
Samsung. I find the topic very interesting, since it reflects on
the relevance of innovation in achieving competitiveness.
Technology is one of the most significant variables of change,
which has made numerous firms to lose their relevance in their
respective industries (Giachetti, 2013). Organizations are
compelled to rapidly advance their technologies, in order to
survive in the market.

21. References
Dess, G. G. (2012). Strategic management: Text and cases. New
York: McGraw-Hill/Irwin.
Top of Form
Bottom of Form
Top of Form
Giachetti, C. (2013). Competitive dynamics in the mobile phone
industry. Basingstoke: Palgrave Macmillan.
Bottom of Form
Top of Form
Ramaswamy, V., & Gouillart, F. J. (2014). The Power of Co-
Creation: Build It with Them to Boost Growth, Productivity,
and Profits. Riverside: Free Press.
Bottom of Form