Оглавление
Gaurav Gupta. Change
Table of Contents
Guide
Pages
Advance Praise for Change
CHANGE. HOW ORGANIZATIONS ACHIEVE HARD-TO-IMAGINE RESULTS IN UNCERTAIN AND VOLATILE TIMES
Preface
Chapter 1 Threats and Opportunities in a Rapidly Changing World
“The Storm Is Just Beginning”
The Challenge: A More Volatile, Uncertain, and Rapidly Changing World
The Change Problem and Solution
The Stakes
Chapter 2 The Emerging Science of Change
Human Hardwiring: The Survive/Thrive System
The “Modern” Organization
Leading Change: Success and Failure
The Three Streams
Chapter 3 “Strategic Planning” That Delivers Results
An All-Too-Common Strategy Story
The Reigning Method of Change Used in Strategy Formulation and Execution
Why This Method?
Flaws in the Methodology
Strategy as a Mobilizing Agent to Get Results
A Better Method in a Rapidly Shifting World
If We Don't Change Our Approach to Strategy
Chapter 4 Digital Transformation That Is Truly Transformational
The Digital Revolution
Understanding the Digital Transformation Challenge in Organizations
The Problem with Data
An SAP Implementation That Worked
Making Digital Transformation Work
Chapter 5 Restructuring Without Killing Innovation and Your Future
Accomplishing Hard-to-Imagine Results
The Restructuring Challenge
The Growing Problem with the Traditional Method
Kraft Heinz: A Cautionary Tale
A Method Compatible with Human Nature, the Modern Organization, and a Rapidly Changing Context
Build a Case for Change That Highlights the Future Benefits of the Restructuring
Engage Employees and Accelerate (Real) Results
Reinforce (and Sustain) Until the Work is Successful
Current Reality versus What You Can Do
Chapter 6 Cultural Change That Helps You Adapt
What Is “Culture”?
Corporate Culture and Performance
Changing Culture
What Leads to Failed Culture Change?
Changing an Entrenched Culture to Get Far Better Results
Business Culture Writ Large
Chapter 7 Mergers and Acquisitions That Create Real Value
The M&A Track Record Today
M&A Integration: The Usual Mistakes
The Integration Problem and Solution
Unlocking Value: The Demerger Issue
Chapter 8 Agile Methodologies That Build Sustained and Scalable Agility
Why Agile Does Not Create Sustained or Scaled Agility
A Dual Systems Approach
It Is Not Just about Software Development
Building a Dual System: An Example
Chapter 9 Broad Social Initiatives That Can Help Billions
Lessons from Organizational Research
Broad-Scale Social Change: Wonderful—and Disappointing
A “Social Movement”
A Social Movement Around Leadership
Chapter 10 More Leadership from More People
Management Is Not Leadership
The Waiting-for-Lincoln Trap
Dramatic Expansion of Leadership in Action
Creating the Right Environment and Culture
Tactics for Calming Overheated Survive and Activating Dormant Thrive
Taking Stock
Priming Yourself to Lead: Activating Your Personal Thrive and Mitigating Survive
Activating Thrive and Modulating Survive in an Organization
Reducing Survive-Inducing Noise in an Enterprise
Fueling Thrive in an Organization by Celebrating Progress
Chapter 11 The New Normal
Lessons from the Crisis
Using the Understanding of Human Nature to Handle Growing Uncertainty and Complexity
Reconstructing the Modern Organization
Engineering More Leadership from More People to Drive Needed Change
Back to the Issue of Stakes
Notes
Preface
Chapter 1: Threats and Opportunities in a Rapidly Changing World
Chapter 2: The Emerging Science of Change
Chapter 3: “Strategic Planning” That Delivers Results
Chapter 4: Digital Transformation That Is Truly Transformational
Chapter 5: Restructuring Without Killing Innovation and Your Future
Chapter 6: Cultural Change That Helps You Adapt
Chapter 7: Mergers and Acquisitions That Create Real Value
Chapter 8: Agile Methodologies That Build Sustained and Scalable Agility
Chapter 9: Broad Social Initiatives That Can Help Billions
Chapter 10: More Leadership from More People
General References from Psychology and Neuroscience
Acknowledgments
About the Authors
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