Discontinuous Change Leading Organizational Transformation

by Nadler, David A.; Shaw, Robert B.; Walton, A. Elise

• ISBN13: 9780787900427
• ISBN10: 0787900427
• Edition: 1st
• Format: Hardcover
• Copyright: 1994-12-13
• Publisher: Jossey-Bass

Summary

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.

Author Biography

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).

Table of Contents

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).