The End of Change: How Your Company Can Sustain Growth and Innovation While Avoiding Change Fatigue

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9780071357005: The End of Change: How Your Company Can Sustain Growth and Innovation While Avoiding Change Fatigue

In The End of Change, Peter Scott-Morgan, author of the best-selling, The Unwritten Rules of the Game, and his colleagues at Arthur D. Little have discovered that Fortune 500 companies are currently spending twice their profits on change initiatives; yet they are only satisfied with half the results. In 2002, the same 500 companies plan to spend almost $1 trillion on change initiatives, and they expect the changes will disrupt almost all of their employees. Pressure for performance has led to more change initiatives, which leads to greater disruption, which exacerbates change fatigue, which makes it harder to change, which increases pressure for performance...and on and on and on.The paradigm shifting answer in The End of Change, based on a six year study of Fortune 500 companies, is: concentrate on maximizing stability within a changing environment -- don't fixate on change. This book explains how by developing the six competencies needed to achieve dynamic stability -- the management stabilizers of strategy, tactics, operations, and the enabling stabilizers of teamwork, quality, and communication-companies can avoid being swamped by the disruption of unending turbulence.

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From the Back Cover:

THE END OF CHANGE

"Change is complex, it's tough, it's unpredictable. This book provides tools, techniques and diagnostics to bring clarity to the complexity. Building on the insights from the "unwritten rules of the game" it shows how the philosophy and tactics of change can be aligned to strategy and context. It's a fresh, insightful read, packed full of words of wisdom and immediate takeaways. A must for any manager who aspires to be a change agent." - Lynda Gratton, Professor, Organisational Behaviour, London Business School.

"Very timely and practical messages, especially for leaders who want to have result-driven and lasting remedies." -Daeje Chin, PhD, President & CEO/Digital, Media Business, Samsun Electronics Co.,Ltd.

Like seagulls in a growing storm, companies must become masterful at maximizing stability amid turbulence. Some gulls will struggle to survive. The most skillful will ride the winds, drawing on their experience and applying the techniques perfected in milder weather. These will know best how to anticipate major currents, how to spot and avoid obstacles, how to respond rapidly and vigorously to unexpected updrafts and downdrafts. The less experienced and less skillful will eventually exhaust themselves. We need to learn from the seagulls.

From Publishers Weekly:

In this conceptually challenging treatise on business management, the authors clearly diagnose a major contemporary corporate problem: "Inexorable worldwide pressure for performance is leading to change initiatives, which result in greater disruption, which make it more difficult to change, which builds the pressure for performance, which leads to more initiatives." So what's a manager to do? The answer, according to these four consultants at Arthur D. Little, is to build organizational structures that will best adapt to the required rates of change and then institute change systematically. To this end, they outline four conceptual organizational structuresAthe pyramid, cube, cylinder and sphere. Naturally, the pyramid is the form most resistant to change (think of the World Bank), while a spherical structure is most open (a reasearch and development lab, for example). While structures can be mixed within a companyAthe finance department may be a pyramid while production is configured like a cylinderAit's crucial to know the type of structure one is dealing with when introducing anything new. The authors offer three ways to present a change initiative and suggest techniques for implementing them (e.g., always build bridges off old structures and minimize uncertainty to keep disruption to a minimum). Many managers will find the argument too theoretical, and long for self-diagnostic tests and more "how to." But to their credit, the authors frame the issue well, giving readers a context to apply when thinking about the change process. (Sept.)
Copyright 2000 Reed Business Information, Inc.

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Peter Scott-Morgan, Erik Hoving, Arnoud Van Der Slot, Henk Smit
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