Big Change at Best Buy: Working Through Hypergrowth to Sustained Excellence

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9780891061762: Big Change at Best Buy: Working Through Hypergrowth to Sustained Excellence
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This book captures the essence of how company-wide and culture-deep transformational change helped propel the company to become the country's most talked about learning organization, with record-breaking profits and skyrocketing stock prices.

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From the Publisher:

Destined to redefine successful change management in corporate America, BIG CHANGE AT BEST BUY offers hard-won lessons and the tools every executive and manager needs--in every business and every industry--to turn management practices and a culture focused on rapid growth into the type of disciplined, customer-centered operation that now drives Best Buy's success. The first and only book to tell the stunning turnaround story of Best Buy Co., Inc., it gives a play-by-play account of the change initiative itself, with a close-up view of the methods and tools developed to orchestrate the most culturally intense transformation in the history of U.S. business.

Endorsed by Ken Weller, Chairman & CEO, The Good Guys; Robert L. Joss, Dean, Graduate School of Business, Stanford University; Thomas C. Healy, President, Best Buy International; Hubert Saint-Onge, CEO, Konverge and Know; Marshall Goldsmith, Forbes Top 5 executive coaches and Wall Street Journal Top 10 executive educators; Patricia Woolcock, Executive Director, The California Strategic Human Resource Partnership; and James Bandrowski, author of Corporate Imagination.

From the Author:

Everyone knows how hard it is to change a habit. Multiply that difficulty by 30,000 people and hundreds of habits, and you have an idea of the challenge Best Buy faced. There aren't any shortcuts to deep change. It's hard to translate the depth and complexity of humans changing themselves and their work community into a sound bite. The principles get reduced to cliches and trivialized.

We developed a unique set of methods and technology for change. The know-how was there (in business and psychology research), but it had never been applied to an organizational challenge. It worked. Our colleagues at Best Buy, with our assistance, were able to change the behavior (and the thinking and feelings) of over 30,000 people, one behavior and one person at a time.

That's the "intellectual property" side of the story. The other part of the story is that the real heroes are the people on the Best Buy change team and the executives who led the effort and were willing to listen. It takes a strong organization with a lot of courage to open itself up, to take an honest self-inventory, to discuss the "undiscussables," and to try out new ways of working. Our bet is on Best Buy.

Elizabeth Gibson & Andy Billings

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