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