The End of Change: How Your Company Can Sustain Growth and Innovation While Avoiding Change Fatigue

by Scott-Morgan, Peter; Hoving, Erik; Smit, Henk; Van Der Slot, Arnoud

• ISBN13: 9780071357005
• ISBN10: 0071357009
• Edition: 1st
• Format: Hardcover
• Copyright: 2000-09-01
• Publisher: McGraw-Hill

Summary

In The End of Change, Peter Scott-Morgan, author of the best-selling, The Unwritten Rules of the Game, and his colleagues at Arthur D. Little have discovered that Fortune 500 companies are currently spending twice their profits on change initiatives; yet they are only satisfied with half the results. In 2002, the same 500 companies plan to spend almost $1 trillion on change initiatives, and they expect the changes will disrupt almost all of their employees. Pressure for performance has led to more change initiatives, which leads to greater disruption, which exacerbates change fatigue, which makes it harder to change, which increases pressure for performance...and on and on and on.

The paradigm shifting answer in The End of Change, based on a six year study of Fortune 500 companies, is: concentrate on maximizing stability within a changing environment -- don't fixate on change. This book explains how by developing the six competencies needed to achieve dynamic stability -- the management stabilizers of strategy, tactics, operations, and the enabling stabilizer

Author Biography

Arnoud van der Slot is a partner in the Rotterdam office of Arthur D. Little, Inc.

Table of Contents

Preface	vii
Introduction	xi
Part 1 Stability Structures
The pyramid	3	(8)
The cube	11	(8)
The cylinder	19	(8)
The sphere	27	(8)
Shock absorbers	35	(8)
Bridging and creeping	43	(6)
Surging	49	(6)
Matching shock absorbers to the structures	55	(10)
Your collection of structures	65	(12)
Energia	77	(8)
Drawing maps	85	(10)
Coco	95	(16)
Part 2 Strategy, Tactics, and Operations
Learning about stabilizers	111	(6)
Breaking through the thought barrier	117	(4)
Sweet dreams	121	(6)
The play's the thing	127	(4)
It's how you play the game	131	(4)
Pattern recognition	135	(6)
Navigating in the fog	141	(6)
Different tools, different toolboxes	147	(4)
Ferrying between thinking and doing	151	(6)
Understanding the tactical tools	157	(8)
How one telecom used the tools	165	(6)
Applying tactical tools to the structures	171	(6)
Focusing on the destination	177	(6)
Radar screens	183	(4)
The war room	187	(6)
Adapting to stay on course	193	(6)
Rapid response capability	199	(4)
Matching tools to structures	203	(8)
Part 3 Teams, Quality, and Communication
Collaborating for stability through individualism	211	(4)
Mirror, mirror	215	(6)
Managing the marketplace	221	(6)
I got rhythm	227	(4)
Matching teams' tools to structures	231	(4)
Ensuring performance by allowing mistakes	235	(4)
Tweet, tweet	239	(4)
Prototypes	243	(4)
``Yes, Master''	247	(4)
Matching tools to toolboxes	251	(4)
Applying the power of the word	255	(4)
If the suit fits...	259	(10)
Crisis!	269	(8)
Part 4 The Bigger Picture
From structure to structure	277	(18)
Seagulls in a growing storm	295	(4)
Index	299