The Accelerating Organization: Embracing the Human Face of ChangePeople are any organization's principal enablers or disablers of change. Not processes. Not technology. That's the uncomplicated - some would say radical - premise at the heart of this book. And it will show you how pragmatically embracing the human face of change not only generates results and improves performance but also builds an accelerating organization that thrives in a world in which rapid and unpredictable change has become the norm. Based on the far-reaching and forward-thinking curriculum of the executive education programs being conducted by Arthur D. Little and Innovation Associates, The Accelerating Organization offers a balanced, holistic approach to managing change that recognizes the vital importance of intelligently designed structures ... and of the capacity of people to learn and respond effectively to whatever happens. |
Contents
RELATIVISTIC STRATEGY | 11 |
COMPLEXITY THEORY AND PRACTICE | 19 |
COLLECTIVE COGNITION | 25 |
Copyright | |
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Common terms and phrases
ability Accelerating Organization Acceleration Strategic Flexibility achieve Alignment Organizational Involvement approach architecture Asea Brown Boveri become benefits boundaries business process Cemex change process change-readiness core values corporate create customers effect employees Enablers encourage example executives experience explicit knowledge feel firms focus goals growth Hidden Leverage Operational Honda important improvement individuals industry information systems innovation integration lead leaders leadership Learning Acceleration Strategic learning processes Leverage Operational Alignment look magnets manufacturing measures ment mental model Motivators Networked organizations networked teams Operational Alignment Organizational orga organization's organizational learning percent performance plant problem procedures product development process profits programs Readiness Hidden Leverage reengineering reinforce replication reward role scenario planning scenarios shared vision skills Southwest Airlines Strategic Flexibility Change structure systems thinking tacit knowledge teamwork there's things tion top managers trust unwritten rules zation