Moving decision making down the line
A British Steel case study

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Page 6: Conclusion

British Steel 4 Image 6The British Steel case study provides an object lesson for modern organisations faced with a competitive business environment. In order to be the best, you have to beat the best. This involves leading organisations setting themselves standards to beat their previous best. Today, it is essential that all members of an organisation realise their potential, both for their own personal fulfilment and also to enable the organisation they work for to function efficiently. British Steel recognised the need to trust its employees, allowing them to make important decisions related to their own specialities and work competencies. However, in order to help employees take on this trust and responsibility, they needed the skills and expertise to become better decision makers. To complement these changes, it was also necessary to change the attitude and approach of management so that ‘new managers’ would become facilitators of the empowerment process. Managers also needed detailed training to adopt these new styles of management. A key part of the process was allowing experienced trainers to take ownership of and to develop the new training course themselves - i.e. empowering the trainers. The process has been a resounding success.

British Steel | Moving decision making down the line