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Discontinuous Change. Leading Organizational Transformation. Edition No. 1. J-B US non-Franchise Leadership

  • ID: 2210742
  • Book
  • November 1994
  • Region: United States
  • 320 Pages
  • John Wiley and Sons Ltd
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.
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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 toDiscontinuous 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, andArchitecture (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, etal.).

Conclusion: The Lessons of Discontinuous Change (R. Shaw & A.Walton).
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David A. Nadler
Robert B. Shaw
A. Elise Walton
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