Changing the Game Organizational Transformations of the First, Second, and Third Kinds

by Flamholtz, Eric G.; Randle, Yvonne

• ISBN13: 9780195117646
• ISBN10: 0195117646
• Format: Hardcover
• Copyright: 1998-10-01
• Publisher: Oxford University Press

Summary

How do companies like Microsoft and Wal-Mart rise to the top of their industries and dominate year after year, while others like People Express and LA Gear burn out after promising starts? In Changing the Game , Eric Flamholtz and Yvonne Randle, two leading management consultants, reveal that the key to success lies in how you transform your organization. Virtually all organizations face critical transition points in their life cycle, when they must change how they play the game, or perish. Flamholtz and Randle focus here on three critical moments: the move from entrepreneurial to professional management, when a firm reaches a stage of growth where it can no longer operate in an informal, unstructured way; the revitalization of an established business that is losing ground to competitors; and a radical change in a business vision. The authors show, for instance, how American Century Investors made the transformation from a $50 million entrepreneurship to a professionally managed company with a market value of $2 billion; how IBM, one of the great American corporations, was forced by the proliferation of PCs in the 1980s to overhaul its business to survive; and how Starbucks Coffee, originally a Seattle coffee-bean store, was inspired by Milans romantic coffee bars to recreate itself and transformed an entire industry. The book concludes with a look at how one company--Bell Carter Olive Company--pulled together all the concepts and tools presented in the book and successfully changed the game. Changing the Game provides a comprehensive framework and a set of tools for the strategic management of organizational transformation. It will help managers meet the challenges of an increasingly competitive business environment.

Author Biography

Eric G. Flamholtz is Professor of Management at the UCLA Anderson Graduate School of Management. He is President, and Yvonne Randle is Vice President, of ManagementSystems Consulting Corporation, which has assisted organizations from entrepreneurships to Fortune 500 companies. They live in Los Angeles, California.

Table of Contents

Preface	vii	(4)
Foreword	xi
Part I. What It Means to Change the Game	3	(40)
1. Changing the Game	3	(14)
2. Building Successful Organizations	17	(26)
Part II. Case Studies in Changing the Game	43	(106)
3. Entrepreneurship to Professional Management: Successful Transformations of the First Kind	43	(23)
4. Successful Revitalizations: Transformations of the Second Kind	66	(25)
5. Successful Vision Transformations Completed and in Progress: Transformations of the Third Kind	91	(26)
6. Anatomy of Unsuccessful Transformations	117	(32)
Part III. How to Change the Game: The Tools of Transformational Management	149	(106)
7. Strategic Transformational Planning for Changing the Game: First Steps	149	(25)
8. Designing Organizational Structure: Understanding the Fundamentals	174	(19)
9. Designing Organizational Structure: Tailoring It to the New Game	193	(22)
10. Transforming Behavior to Play the New Game: Leadership and Management Development	215	(18)
11. Transforming Behavior to Play the New Game: Utilizing Performance Management Systems and Corporate Culture Management	233	(22)
Part IV. How to Change the Game: Some Overall Lessons	255	(40)
12. Changing the Game in Action: The Bell-Carter Olive Company	255	(23)
13. Changing the Game: Lessons for Managers and Boards	278	(17)
Notes	295	(4)
Index	299