Companies with Change-Resistant Cultures

Companies with change-resistant cultures

A) are typically opposed to performance-based incentive compensation and employee empowerment.
B) are prone to be preoccupied with avoiding risks, are unlikely to pursue bold actions to capture emerging opportunities, are frequently lax when it comes to product innovation and continuous improvement in performing value chain activities, and prefer following rather than leading market change.
C) are often overly gung-ho about looking outside the company for best practices, new managerial approaches, and innovative ideas.
D) tend to be preoccupied with making sure the company has a safe, follow-the-industry-leader type of strategic vision and avoids risky business strategies.
E) are typically run by amoral managers who have little regard for high ethical standards.