Cover image for Champions of change : how CEOs and their companies are mastering the skills of radical change
Title:
Champions of change : how CEOs and their companies are mastering the skills of radical change
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Publication Information:
San Francisco : Jossey-Bass Pub, 1998
ISBN:
9780787909475

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30000005011303 HD58.8 N32 1998 Open Access Book Book
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Summary

Summary

New Tools for Challengng the Status Quo

Immensely readable, this work bolts together the image or theory and the reality of what is required to change the performance of an enterprise. Whether the challenge is renewal or fundamental change, this book delivers real-life depictions that will help all who invest the time.
-- Richard A. McGinn , president and COO, Lucent Technologies, Inc.

Stand on the front lines of innovation with today's top business leaders. Throughout this page-turner, archconsultant David Nadler leverages twenty years of work with many of the world's most acclaimed CEOs to provide a detailed, inside account of how they've led the most difficult and significant change efforts of our times. Case examples include initiatives undertaken at Sun Microsystems, Lucent Technologies, Xerox, Corning, AT&T and Kaiser Permanente. Engaging and inspiring, it offers leaders and managers at every level a new, field-tested repertoire of concepts, tools and techniques for understanding the dynamics of change and managing it effectively.


Author Notes

DAVID A. NADLER is one of the nation's leading consultants and advisors to corporate executives on the subjects of organizational architecture and organizational change. Since 1980, he has served as CEO of the Delta Consulting Group, Inc. Prior to that, he served on the faculty of the graduate school of business at Columbia University. Nadler has authored or edited more than a dozen books on management, organizational change, and leadership, including Organizational Architecture (1992), Discontinuous Change (1994), and Executive Teams (1997), all from Jossey-Bass.


Reviews 2

Publisher's Weekly Review

Nadler, a consultant, understood he could be a victim of the rapid change he is writing about. In 1992, when Business Week named him one of the nation's outstanding business gurus, the idea of the need for organizations to change drastically to shape the future‘instead of merely responding to it‘was new. And back then, few thought the change process all the way through. The need for radical change now is widely accepted, and the basic tenets that the author preaches have become gospel in scores of companies: the CEO must lead the change, the entire organization must be involved and the way the company does business must be taken into account before any overhaul. But implementation remains tricky, and that is where Nadler (coauthor of Prophets in the Dark) focuses. After reviewing why change is so hard, he lays out a five-step plan for managing the process. The first third of the book is a solid summary of what it takes to alter the way a company works, while the rest of the book pushes the change discussion forward another step. (Jan.) (c) Copyright PWxyz, LLC. All rights reserved


Library Journal Review

Business consultant and author David Nadler draws on direct experiences with several top CEOs for this well-written book about organizational change, specifically "leadership change." The 14 chapters fall roughly into three sections. In the first section Nadler surveys the forces that make change inevitable but so difficult for modern businesses. Then he presents several tools and techniques to treat organizational change, including planning, direction setting, and selecting new strategies. (A strength here is the discussion about redesigning organizations, aligning strategy and culture, perfecting staffing techniques, and sustaining change.) In the final section he vividly discusses the pivotal role of senior management and offers several new principles for CEOs and companies to help guide effective change efforts. Primarily for CEOs and other top executives, this book, with useful models and company examples, is also recommended for MBA and graduate-level students in organizational development.‘Joseph W. Leonard, Miami Univ., Oxford, Ohio (c) Copyright 2010. Library Journals LLC, a wholly owned subsidiary of Media Source, Inc. No redistribution permitted.


Table of Contents

1 What It Takes: Confronting the Realities of Change
2 Where to Start: Understanding Organizations
3 From Tuning to Overhaul: The Dimensions of Change
4 Reshaping the Entire Enterprise: The Special Challenges of Discontinuous Change
5 Winning Hearts and Minds: Overcoming the Obstacles to Change
6 Setting the Stage: Recognizing the Change Imperative
7 Waging the Great Campaign: Developing a Shared Direction
8 Building a New Strategy: The Strategic Choice Process
9 Redesigning the Organizational "Hardware": The Keys to Strategic Design
10 When Worlds Collide: Aligning Strategy And Culture
11 Finding the Right People: A Guide to Strategic Selection
12 Staying the Course: Consolidating and Sustaining Change
13 Leading the Charge: The Unique Role of Senior Management
14 Learning to Lead Change: The New Principles for CEOs and Companies