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
MANAGING FOR STRATEGIC FLEXIBILITY | 5 |
MANAGING FOR CHANGEREADINESS | 43 |
MANAGING FOR HIDDEN LEVERAGE | 65 |
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Common terms and phrases
ability Accelerating Organization achieve Alignment Organizational Involvement Alignment Readiness Organizational approach archetype architecture Asea Brown Boveri become behavior boss business process business process reengineering Cemex change process change-readiness coordinated design group core values corporate create customers employees Enablers executives explicit knowledge feel firms Flexibility Hidden Change focus goals Hidden Leverage Operational Honda important improvement individual information systems innovation integration leaders learning processes Leverage Operational Alignment look Loop magnets measures ment mental model Motivators networked teams Operational Alignment Organizational Operational Alignment Readiness organization's organizational learning percent performance Peter Senge plant problem product development process profits Readiness Leverage Operational Readiness Organizational Involvement reengineering reinforced Relativistic Strategy scenario planning scenarios shared vision skills Strategic Flexibility Change Strategic Flexibility Hidden structure systems thinking tacit knowledge teamwork there's things tion top managers trends Triggers unwritten rules zation