Change on the run : competing through e-leadership

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Title:

Personal Author:

Kay, Michael

ISBN:

9780471645191

Subject Term:

Organizational change

Industrial management -- Automation

Electronic commerce

Competition

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Library	Item Barcode	Call Number	Material Type	Item Category 1	Status
Searching... PSZ JB	30000004789099	HD58.8 K40 2000	Open Access Book	Advance Management	Searching... Unknown
Searching... PSZ JB	30000004788406	HD58.8 K40 2000	Open Access Book	Book	Searching... Unknown

Change on the Run
Leading a transformation can make or break your career. But business in the e-world is in constant, rapid flux powered by technolgy and globalizing markets, and every leader-- without exception-- will be faced with managing a major change at some time. Everyone is at risk. E-world leadership is transformational leadership and this book is about the six keys to winning in this turbulent world. Change on the Run: Competing Through e-Leadership provides hands-on guidance you will need when you face those make-or-break opportunities.
-- from the Introduction to Change on the Run

Author Notes

Michael Kay is a senior member of PricewaterhouseCoopers' Strategic Change Practice in Toronto. Mr. Kay is a consultant with decades of experience helping major corporations manage through complex transformations.

He is the co-author of Toppling the Pyramids: Redefining the Way Companies are Run, and is featured in and co-producer of the bestselling Power of Change: The Management Revolution video series, used in companies and universities worldwide. He is the designer of Fastrac: The Strategic Transformation Game, Change on the Run: The CEO Game, and other games and transformation experiences for clients.

He is a frequent speaker on change and change management, and is the author of numerous articles on the topic, which have appeared in a variety of publications in Europe, Japan, and North America.

Acknowledgements	p. xi
Introduction	p. xiii
Chapter 1 Change on the Run	p. 1
Transforming to E-Business	p. 4
What Does an E-Business Look Like?	p. 6
How Is the Industry Around Us Changing?	p. 10
What Is Different Strategically?	p. 14
Installing New Plumbing	p. 20
The CPR Story	p. 21
Making Mergers Happen	p. 26
The Swamp Monsters	p. 27
When Profit Collapses	p. 40
The Ancient Rhythm of Crisis Transformation	p. 40
The Shift to Continuous Transformation	p. 47
Chapter 2 Drive Extraordinary Financial Results	p. 49
The Traditionals	p. 52
The Process Thinkers	p. 55
Understanding the Journey	p. 55
Introducing Process Techniques	p. 56
Installing Process Thinking through Big Systems	p. 58
Achieving Outsourcing	p. 60
Making Shared Services Happen	p. 61
The Bottom Line on Process Thinking	p. 63
The Super Analysts	p. 63
Map Out a Path and Build Support Gradually	p. 64
Do Not Ignore the WIFM	p. 65
Design with Care	p. 66
Hurry Slowly	p. 66
Understand the Long-Term Technical Investment	p. 67
The Involvers	p. 67
Introducing Value-Based Management	p. 68
Driving Business Understanding	p. 70
The Designers	p. 71
The E-Business Story	p. 72
The Search for Self-Control	p. 73
Chapter 3 Unite People Behind Your Vision	p. 79
Strategic Engagement	p. 80
Content and Process	p. 84
Level Set	p. 84
The Vision	p. 85
Discussing Strategy	p. 87
From Vision to Reality	p. 88
A Series of Workshops	p. 89
Progressive Involvement	p. 89
Role of the Top Team	p. 90
Broadening the Top Team	p. 91
Widening Involvement	p. 91
Advisory Sessions	p. 92
Meeting Rhythm	p. 92
Homework, Studies, and Pitches	p. 93
Managing Discussion	p. 93
Genuine Openness	p. 94
Timing of the Process	p. 94
Give It Time	p. 95
CEO Comfort Level	p. 95
Lock into Performance Appraisal	p. 96
Communication	p. 97
Operational Engagement	p. 97
The Sears Story	p. 98
R.R. Donnelly and Sons	p. 100
Spiritual Engagement	p. 101
Group Commitment, Transcending Self	p. 102
Creating Commitment to a Group	p. 103
The Taste of Strawberries	p. 108
Chapter 4 Harness People's Experience	p. 109
The Leadership Challenge	p. 112
Creating the Willingness to Contribute	p. 112
Getting People Ready to Contribute	p. 117
Making People Able to Contribute	p. 125
The E-Game Frontier	p. 130
John Jenner's Journey	p. 130
The Llenroc Plastics Game	p. 136
Change Games	p. 138
Fastrac: Transformation and Corporate Strategy	p. 144
Twelve Lessons Game Developers Learned	p. 145
Chapter 5 Galvanize Change Agents	p. 149
Getting Properly Set Up	p. 151
Establish the Mandate	p. 151
Build a Change Team	p. 153
Set Up a Governance Structure	p. 155
Develop a Project Plan and Stick to It	p. 158
Defining the Problem	p. 159
The Dynamics of Change	p. 164
The Classic Mourning Cycle	p. 165
The Uptake of an Idea	p. 166
Idea Diffusion Through a Large Organization	p. 168
The Checklist for Undertaking a Change Strategy	p. 175
1. Understand the Scope	p. 175
2. Start with the Audiences	p. 176
3. Find the Opinion Leaders	p. 176
4. Assess the Leadership Team	p. 176
5. Understand the Change Vision	p. 177
6. Build a Business Case and a Case for Change	p. 177
7. Select Messages of Serious Intent	p. 177
8. Identify Compliance Levers	p. 178
9. Select Involvement Processes	p. 178
10. Consider Pilots	p. 179
11. Make Training Effective	p. 179
12. Create a Communication Strategy	p. 180
13. Understand the Present, the Future, and the Gap Between	p. 180
14. Measure Your Success	p. 181
Managing Yourself	p. 182
Beware of Your Ego	p. 183
Start Where the Patient Is	p. 184
Think Risk	p. 185
Beware Missionary Zeal	p. 186
Listen for Resistance	p. 187
Chapter 6 Build an Army of Leaders	p. 191
Commit to Leadership Development	p. 192
Send Leaders to Boot Camp	p. 197
Build Business Savvy	p. 198
Build Successful Leadership Practices	p. 204
Teach How to Motivate and Inspire	p. 206
Build the Ability to Get Things Done	p. 208
Lock in Successful Leadership Practice	p. 209
The Future	p. 210
Communication	p. 213
Mobilization of People	p. 214
Coping with Change	p. 216
Relationships	p. 217
Conclusion	p. 221
Index	p. 227

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Table of Contents