This learning history was written as part of an effort to engage thousands of managers and employees in OilCo in a company-wide change initiative. We sought to evoke the experience and insight of one hundred and fifty people, from all levels and branches of the company, who had been directly involved in some part of the change initiative (or "transformation"). The interviewees included a wide variety of OilCo people and some outside consultants; most were interviewed individually, but about thirty were interviewed in groups as part of project teams where they had been active. To provide a degree of confidentiality to the people we spoke to, and to direct readers' attention away from personalities toward more universal themes, we have identified people only by their titles or roles. This helps focus the document on the universal roles, responsibilities, and relationships that people have in an organization undergoing transformation, so that people can more easily see their own situation reflected in part of this one.
When people held more than one relevant title, they were identified by the most salient dimension of their connection with the OilCo transformation. For example, some members of the Executive Council were also members of the Corporate Executive Team and managers of a particular department. We asked them how they wished to be identified for any particular quote.
ACTION LEARNING CONSULTANTS: The first set of consultants called in to deliver a design for the transformation and leadership initiatives, this group was influenced by the successful transformation at Jack Welch's General Electric. They recommended or helped develop the Initiative Teams, the