A results-oriented, action research OD change program was instituted in the 80 largest banks of a major Finnish banking system. Using a results-oriented framework common to all and consensual decision making, individual top management teams were able to emphasize different aspects of change. It was hypothesized that, at the completion of the intervention strategy, high-performing banks would report more strategic changes, less operational changes, more changes emphasizing planning and implementation of changes, and more unplanned changes than would low performers. It was also hypothesized that some three years after completion of the intervention strategy, high performers would report more deep-seated changes than would low performers. Consensually based reports of changes indicated support for these hypotheses but with some qualifications. Implications of the findings are discussed.
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