Getting organizations going is one thing. Stopping them is another.
This book examines how and why organizations become trapped in
disastrous decisions. The focal point is Project Taurus, an IT
venture commissioned by the London Stock Exchange and supported by
numerous City Institutions. Taurus was intended to transform
London's antiquated manual share settlement procedures into a state
of the art electronic system that would be the envy of the world.
The project collapsed after three year's intensive work and
investments totalling almost GBP500 million. This book is an in
depth study of escalation in decision making. The author has
interviewed a number of people who played a key role and presents a
most readable account of what actually happened. At the same time
she sets the case in the broader literature of decision making.
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