Abstract
Editorial As organizations age, habits become custom, responsiveness declines innovation suffers, and that certain spark or sense of purpose is lost. Change management issues are high on most public sector agendas worldwide. Some managers may attempt rejuvenation with a one‐off programme of major change, seeking the right answer through rigorous analysis of the facts, trusting the power of planning and budgeting. Structures and personnel may change, but efforts often fail to overcome old ways and entrenched power groups. It may be, of course, that the “right” strategy does not exist, and that even if it did, ageing companies may be too insular to recognize it.
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