For the first time in memory, Shell was contemplating a decline in its gasoline market share in the face of aggressive competition.
Take, for example, Shell Malaysia, where the chairman, Chris Knight, needed to create a whole new direction for the downstream marketing and distribution part of its $6 billion, 6,000-person business.
At every level its traditional change-management approach - painstaking analysis and planning followed by careful consensus building and sequential implementation - was powerless to move it from where it was to anywhere it wanted to be. IN THE MIS-1990's, Royal Dutch/Shell, like many other large companies, was nagged by a sense of unfulfilled ambition.
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