| |
| |
Preface to the Third Edition | |
| |
| |
Preface to the Second Edition | |
| |
| |
Preface to the First Edition | |
| |
| |
Introduction | |
| |
| |
| |
Forces for Change | |
| |
| |
Introduction | |
| |
| |
Case | |
| |
| |
Innovation at the Lego Group (A) | |
| |
| |
Reading | |
| |
| |
�The 12 Different Ways for Companies to Innovate� | |
| |
| |
| |
Case: Change Classic | |
| |
| |
Changing the Culture at British Airways | |
| |
| |
Reading | |
| |
| |
�Re-energizing the Mature Organization� | |
| |
| |
| |
Case | |
| |
| |
Nestl�'s Globe Program (A): The Early Months | |
| |
| |
Reading | |
| |
| |
�Has Strategy Changed?� | |
| |
| |
| |
Reading | |
| |
| |
�Meeting the Challenge of Disruptive Change,� | |
| |
| |
| |
Case | |
| |
| |
GlaxoSmithKline and AIDS Drugs in South Africa (A): The Fight for Lives and Profits | |
| |
| |
Reading | |
| |
| |
�Rethinking the Social Responsibility of Business,� Reason magazine | |
| |
| |
Reading | |
| |
| |
�The Collapse and Transformation of Our World,� | |
| |
| |
| |
| |
Changing the Game (from Vision to Adaptation) | |
| |
| |
Introduction | |
| |
| |
Case | |
| |
| |
Yinscape and Yangsearch | |
| |
| |
Reading | |
| |
| |
�The Vision Thing (A),� | |
| |
| |
| |
Case: Change Classic | |
| |
| |
Bob Galvin and Motorola, Inc. (A) | |
| |
| |
Reading | |
| |
| |
�From Bogged Down to Fired Up: Inspiring Organizational Change,� | |
| |
| |
| |
Case | |
| |
| |
Merrill Lynch: Evolution, Revolution and Sale, 1996-2008 | |
| |
| |
Reading | |
| |
| |
�An Improvisational Model for Change Management: The Case of Groupware Technologies,� | |
| |
| |
| |
Case | |
| |
| |
Charlotte Beers at Ogilvy & Mather Worldwide (A) | |
| |
| |
Reading | |
| |
| |
�The Quest for Resilience,� | |
| |
| |
| |
| |
Implementing Change | |
| |
| |
Introduction | |
| |
| |
Case: Change Classic | |
| |
| |
Peter Browning and Continental White Cap (A) | |
| |
| |
Reading | |
| |
| |
�Implementing Change,� | |
| |
| |
| |
Case | |
| |
| |
Marconi plc (A) | |
| |
| |
Reading | |
| |
| |
�Organizational Frame Bending: Principles for Managing Reorientation,� | |
| |
| |
| |
Case | |
| |
| |
Leading Culture Change at Seagram | |
| |
| |
Reading | |
| |
| |
�Why Change Programs Don't Produce Change,� | |
| |
| |
| |
Simulation | |
| |
| |
The Merger Plan Simulation | |
| |
| |
Case | |
| |
| |
Oticon: Building a Flexible World-Class Organization (A) | |
| |
| |
Reading | |
| |
| |
�Changing the Deal While Keeping the People,� | |
| |
| |
| |
Case | |
| |
| |
Ayudhya Allianz C. P.: The Turnaround | |
| |
| |
| |
The Recipients of Change | |
| |
| |
Introduction | |
| |
| |
Case: Change Classic | |
| |
| |
Donna Dubinsky and Apple Computer, Inc. (A) | |
| |
| |
Reading]13 | |
| |
| |
| |
Case | |
| |
| |
Wellcome Israel (A) | |
| |
| |
Reading | |
| |
| |
�Back to Square Zero: The Post-Corporate Career,� | |
| |
| |
| |
Case | |
| |
| |
Emilio Kornau | |
| |
| |
Case | |
| |
| |
Mark Margolis | |
| |
| |
Case | |
| |
| |
Kerstin Berger (A) | |
| |
| |
Simulation | |
| |
| |
Broadway Brokers | |
| |
| |
Reading | |
| |
| |
�Managing to Communicate, Communicating to Manage: How Leading Companies Communicate with Employees,� | |
| |
| |
| |
| |
Leading Change: The Personal Side | |
| |
| |
Introduction | |
| |
| |
Case: Change Classic | |
| |
| |
Wall Disney's Dennis Hightower: Taking Charge | |
| |
| |
Case | |
| |
| |
Dennis Hightower: Walt Disney's Transnational Manager | |
| |
| |
Reading | |
| |
| |
�Bob Knowling's Change Manual,� | |
| |
| |
| |
Case | |
| |
| |
�Change Agent �In Waiting� | |
| |
| |
Case | |
| |
| |
�Henry Silva: Aspiring Change Agent for a Start-up Company | |
| |
| |
Case | |
| |
| |
�Susan Baskin: Aspiring Change Agent (A) | |
| |
| |
Reading | |
| |
| |
�Converting Middle Powerlessness to Middle Power: A Systems Approach,� | |
| |
| |
| |
Case | |
| |
| |
�The Young Change Agents | |
| |
| |
Reading | |
| |
| |
�Leadership for Change: Enduring Skills for Change Masters,� | |
| |
| |
| |
Case | |
| |
| |
�Vinesh Juglal: South African Serial Entrepreneur | |
| |
| |
| |
Continuous Change | |
| |
| |
Introduction | |
| |
| |
Reading | |
| |
| |
�Seismic Shocks and Systemic Shifts: The Irresistible Rise of a New State Capitalism,� | |
| |
| |
| |
Case | |
| |
| |
�Managing Performance at Haier (A): From Bankrupt Collective Enterprise to the Cover of Forbes | |
| |
| |
Reading | |
| |
| |
�Bringing Life to Organizational Change,� | |
| |
| |
| |
Case | |
| |
| |
�Singapore Airlines: Continuing Service Improvement | |
| |
| |
Reading | |
| |
| |
�Cracking the Code of Change,� | |
| |
| |
| |
Case | |
| |
| |
�GE's Two-Decade Transformation: Jack Welch's Leadership | |
| |
| |
Case: Change Classic | |
| |
| |
�Nigel Andrews and General Electric Plastics (A) | |
| |
| |
Reading | |
| |
| |
�GE's Move to the Internet | |
| |
| |
Case | |
| |
| |
�Get Me a CEO from GE! | |
| |
| |
Reading | |
| |
| |
�The Immelt Revolution,� | |
| |
| |
| |
Reading | |
| |
| |
�Unlocking the Mystery of Effective Large-Scale Change,� | |
| |