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Copyright, ii
Preface, vii
Acknowledgments, xi
1. Strategic Renewal and Change, 1
Putting the Customer First at Grand Union, 1
Strategic Responsiveness, 2
Behavioral Change, 4
Nonbehavioral Change, 10
Conclusion, 17
Chapter Vocabulary, 17
Discussion Questions, 18
Case Discussion, 18
Indecent (?) Sports Talk, 18
Endnotes, 22
2. Theories of Effective Change Implementation, 25
Tales of Woe at Concord Bookshop, 25
Theories of Change Implementation, 27
Organizational Development’s Contribution to Change Implementation, 34
Resistance to Change, 36
Conclusion, 38
Chapter Vocabulary, 39
Discussion Questions, 40
Case Discussion, 40
Leading Change at First St. Louis Bank (A), 40
Endnotes, 43
3. Organizational Diagnosis, 44
Carly Fiorina Comes to Hewlett-Packard, 44
Diagnosing the Organization, 46
Starting with Dialogue, 51
The Consultant Role, 55
Getting Started with Organizational Diagnosis, 56
Conclusion, 61
Chapter Vocabulary, 62
Discussion Questions, 62
Case Discussion, 63
Managing Transformation at National Computer Operations, 63
Endnotes, 65
4. Organizational Culture and Change, 68
Culture and Change at Xerox, 68
Culture and Behavior, 69
Culture and Change, 70
Assessing Culture, 77
Leaders Shape Culture, 79
Conclusion, 81
Chapter Vocabulary, 81
Discussion Questions, 82
Case Discussion, 82
New Culture or Back to Roots? Lou Gerstner at IBM (A), 82
Endnotes, 84
5. Organizational Design and Redesign, 86
Redesigning Processes at Midwest Data Services, 86
Organizational Design, 88
Understanding Design Challenges, 89
Building Commitment, 96
Building Teamwork, 100
Altering Organization Design, 103
Conclusion, 104
Chapter Vocabulary, 104
Discussion Questions, 105
Case Discussion, 105
Matthew Espe Transforms Ikon’s Business Model, 106
Endnotes, 109
6. Developing Human Resources, 112
Strategic Renewal at Taco Bell, 113
Human Resource Development and Change, 113
Developing Competencies to Support Change, 119
Removal and Replacement, 121
Conclusion, 126
Chapter Vocabulary, 127
Discussion Questions, 128
Case Discussion, 128
“‘It’s Only Rock ‘n’ Roll (But I Like It)’”, 128
Endnotes, 131
7. Reinforcing New Behaviors, 133
Global Structure at IBM, 133
Selecting the Appropriate Organizational Focus, 134
Aligning Financial Measures with New Behaviors, 144
Using Incentives to Support New Behaviors, 147
Technology and Behavior Change, 153
Conclusion, 157
Chapter Vocabulary, 158
Discussion Questions, 158
Case Discussion, 159
Aligning Structure with Strategy at the Baer College of Management (A), 159
Endnotes, 163
8. Change Leadership, 166
Robert Horton at BP, 166
Understanding Leadership, 168
The Tasks of Change Leadership, 169
Beyond Individual Leadership, 175
Conclusion, 177
Chapter Vocabulary, 178
Discussion Questions, 178
Case Discussion, 178
Leading Change—Carlos Ghosn at Michelin, Renault, and Nissan Motors, 179
Endnotes, 188
9. Putting It All Together, 191
Turnaround and Transformation at Duke University Children’s Hospital, 191
Sequencing Interventions, 192
Where to Start: Piloting Change, 197
The Requirement for Ongoing Change, 198
Conclusion, 199
Chapter Vocabulary, 200
Discussion Questions, 200
Case Discussion, 200
The Asda Way of Working (A), 201
Endnotes, 205
Index, I-1-1

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