Discontinuous Change
Leading Organizational Transformation
J-B US non-Franchise Leadership
1. Auflage November 1994
320 Seiten, Hardcover
Wiley & Sons Ltd
ISBN:
978-0-7879-0042-7
John Wiley & Sons
Explores the practical lessons learned from internationally renowned companies to bring about lasting and fundamental organizational transformation, providing a useful set of field-tested concepts and techniques for anyone seeking to promote change. In-depth interviews with such key corporate change leaders as Bob Allen of AT&T and Jamie Houghton of Corning, Inc., provide valuable insight and firsthand advice on the role CEOs and leadership teams can play in organizational transformation.
THE CHANGING NATURE OF CHANGE.
Change Leadership: Core Competency for the Twenty-First Century
(D. Nadler & R. Shaw).
Types of Organizational Change: From Incremental Improvement to
Discontinuous Transformation (D. Nadler & M. Tushman).
The Challenge of Discontinuous Change (D. Nadler & M.
Tushman).
THE PRACTICE OF DISCONTINUOUS CHANGE.
The Fundamentals of Change Management (K. Morris & C.
Raben).
The Essence of Discontinuous Change: Leadership, Identity, and
Architecture (R. Shaw).
Staging Discontinuous Change (A. Walton).
Sustaining Change: Creating the Resilient Organization (M. Marks
& R. Shaw).
KEY LEVERAGE POINTS FOR DISCONTINUOUS CHANGE.
Generative Strategy: Crafting Competitive Advantage (A.
Walton).
Organizational Architecture: Designing for High Performance (D.
Nadler).
Transformative Culture: Shaping the Informal Organization (A.
Walton).
Business Processes: Embracing the Logic and Limits of
Reengineering (R. Shaw & M. Maletz).
Executive Development: Finding and Growing Champions of Change
(R. Ketterer & M. Chayes).
LEADING CHANGE.
Beyond the Heroic Leader (D. Nadler).
The Emerging Role of the CEO (J. Heilpern).
A "Virtual" Interview with Five Change Leaders (R. Shaw, et
al.).
Conclusion: The Lessons of Discontinuous Change (R. Shaw &
A. Walton).
Change Leadership: Core Competency for the Twenty-First Century
(D. Nadler & R. Shaw).
Types of Organizational Change: From Incremental Improvement to
Discontinuous Transformation (D. Nadler & M. Tushman).
The Challenge of Discontinuous Change (D. Nadler & M.
Tushman).
THE PRACTICE OF DISCONTINUOUS CHANGE.
The Fundamentals of Change Management (K. Morris & C.
Raben).
The Essence of Discontinuous Change: Leadership, Identity, and
Architecture (R. Shaw).
Staging Discontinuous Change (A. Walton).
Sustaining Change: Creating the Resilient Organization (M. Marks
& R. Shaw).
KEY LEVERAGE POINTS FOR DISCONTINUOUS CHANGE.
Generative Strategy: Crafting Competitive Advantage (A.
Walton).
Organizational Architecture: Designing for High Performance (D.
Nadler).
Transformative Culture: Shaping the Informal Organization (A.
Walton).
Business Processes: Embracing the Logic and Limits of
Reengineering (R. Shaw & M. Maletz).
Executive Development: Finding and Growing Champions of Change
(R. Ketterer & M. Chayes).
LEADING CHANGE.
Beyond the Heroic Leader (D. Nadler).
The Emerging Role of the CEO (J. Heilpern).
A "Virtual" Interview with Five Change Leaders (R. Shaw, et
al.).
Conclusion: The Lessons of Discontinuous Change (R. Shaw &
A. Walton).
"Few executives expect the future to be more stable than thepresent. Yet, few have seriously begun the long journey ofrethinking and redesigning themselves and their organizations forthe future. For those who have, Discontinuous Change, while noteliminating the inevitable uncertainty that is part of the journey,can at least make it less perilous and vastly more comprehensible.For those who have not, the insights and methods presented by DavidNadler and his associates will, hopefully, engAnder the courage toembark." (Peter M. Senge, director of the Center for OrganizationalLearning, MIT's Sloan School of Management and author of The FifthDiscipline)
"This book addresses the most important challenge facing seniorexecutives today--the management of change. David Nadler and hiscolleagues at Delta have done a terrific job of drawing from theirextensive experience to develop powerful, original, and highlyuseful strategies for action. A compelling 'must read' for theleadership of American enterprises." (Paul A. Allaire, chairman& CEO, Xerox Corporation)
"This book addresses the most important challenge facing seniorexecutives today--the management of change. David Nadler and hiscolleagues at Delta have done a terrific job of drawing from theirextensive experience to develop powerful, original, and highlyuseful strategies for action. A compelling 'must read' for theleadership of American enterprises." (Paul A. Allaire, chairman& CEO, Xerox Corporation)
DAVID A. NADLER, ROBERT B. SHAW and A. ELISE WALTON are members of Delta Consulting Group, a New York-based firm whose practice focuses on the management of strategic organizational change. Nadler and Shaw are coauthors (with Marc S. Gerstein) of Organizational Architecture: Designs for Changing Organizations (Jossey-Bass 1992). Nadler is also coauthor (with David Kearns) of Prophets in the Dark: How Xerox Reinvented Itself and Beat Back the Japanese (1993).
