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Built to Change. How to Achieve Sustained Organizational Effectiveness

  • ID: 2243914
  • Book
  • March 2006
  • 352 Pages
  • John Wiley and Sons Ltd
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"Lawler and Worley have done it. Built to Change captures the change challenge faced by most executives and offers practical tools that not only dissect change but provide hope that the constancy of change need not be feared but relished. They explain how to anticipate leadership challenges and make them manageable. This gift is why Lawler continues to reign in this profession as the thought leader for ideas with impact."
Dave Ulrich, professor, Ross School of Business, University of Michigan, and partner, The RBL Group

"Built to Change is a dramatic departure from the tired approach of looking back at successful companies and identifying elements of excellence. Lawler and Worley have broken new ground in helping companies to look forward and understand the requirements for success in a constantly changing world."
David A. Nadler, chairman, Mercer Delta Consulting, LLC

"The absence of change is just another description for death in business as in life. Ed Lawler and Chris Worley seize on this point to provide an insightful look into what makes a business not only survive but thrive in today′s global marketplace. The book is concise, comprehensive, and a must–read for anyone responsible for ensuring the success of a company, large or small."
Patrick L. Johnson, president and CEO, Pro–Dex, Inc.

"This is an important book for organizations positioning themselves for future success. It provides insight about the issues companies need to consider to ensure success."
Ben R. Leedle Jr., CEO, American Healthways

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Foreword by Jerry Porras.


Chapter 1: Why Build Organizations to Change.

Chapter 2: A Dynamic View of Organizational Effectiveness.

Chapter 3: Strategizing.

Chapter 4: Structuring for Effectiveness and Change.

Chapter 5: Developing the Right Information, Measurement, and Decision–Making Processes.

Chapter 6: Acquiring the Right Talent.

Chapter 7: Managing Human Capital.

Chapter 8: Meeting the Leadership Challenge.

Chapter 9: Designing Reward Systems.

Chapter 10: Rewarding Performance and Change.

Chapter 11: Creating a Built–to–Change Organization.



About the Authors.


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Edward E. Lawler III
Christopher G. Worley
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