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Changing the Game: Organizational Transformations of the First, Second, and Third Kinds
     

Changing the Game: Organizational Transformations of the First, Second, and Third Kinds

by Eric G. Flamholtz, Yvonne Randle
 

ISBN-10: 0195117646

ISBN-13: 9780195117646

Pub. Date: 10/28/1998

Publisher: Oxford University Press, USA

How do companies like Microsoft and Wal-Mart rise to the top of their industries and dominate year after year, while others like People Express and LA Gear burn out after promising starts? In Changing the Game, Eric Flamholtz and Yvonne Randle, two leading management consultants, reveal that the key to success lies in how you transform your organization.

Overview

How do companies like Microsoft and Wal-Mart rise to the top of their industries and dominate year after year, while others like People Express and LA Gear burn out after promising starts? In Changing the Game, Eric Flamholtz and Yvonne Randle, two leading management consultants, reveal that the key to success lies in how you transform your organization.
Virtually all organizations face critical transition points in their life cycle, when they must change how they play the game, or perish. Flamholtz and Randle focus here on three critical moments: the move from entrepreneurial to professional management, when a firm reaches a stage of growth where it can no longer operate in an informal, unstructured way; the revitalization of an established business that is losing ground to competitors; and a radical change in a business vision. The authors show, for instance, how American Century Investors made the transformation from a $50 million entrepreneurship to a professionally managed company with a market value of $2 billion; how IBM, one of the great American corporations, was forced by the proliferation of PCs in the 1980s to overhaul its business to survive; and how Starbucks Coffee, originally a Seattle coffee-bean store, was inspired by Milans romantic coffee bars to recreate itself and transformed an entire industry. The book concludes with a look at how one company—Bell Carter Olive Company—pulled together all the concepts and tools presented in the book and successfully changed the game.
Changing the Game provides a comprehensive framework and a set of tools for the strategic management of organizational transformation. It will help managers meet the challenges of an increasingly competitive business environment.

Product Details

ISBN-13:
9780195117646
Publisher:
Oxford University Press, USA
Publication date:
10/28/1998
Edition description:
New Edition
Pages:
320
Product dimensions:
6.30(w) x 9.30(h) x 1.10(d)

Table of Contents

Preface vii(4)
Foreword xi
Part I. What It Means to Change the Game 3(40)
1. Changing the Game
3(14)
2. Building Successful Organizations
17(26)
Part II. Case Studies in Changing the Game 43(106)
3. Entrepreneurship to Professional Management: Successful Transformations of the First Kind
43(23)
4. Successful Revitalizations: Transformations of the Second Kind
66(25)
5. Successful Vision Transformations Completed and in Progress: Transformations of the Third Kind
91(26)
6. Anatomy of Unsuccessful Transformations
117(32)
Part III. How to Change the Game: The Tools of Transformational Management 149(106)
7. Strategic Transformational Planning for Changing the Game: First Steps
149(25)
8. Designing Organizational Structure: Understanding the Fundamentals
174(19)
9. Designing Organizational Structure: Tailoring It to the New Game
193(22)
10. Transforming Behavior to Play the New Game: Leadership and Management Development
215(18)
11. Transforming Behavior to Play the New Game: Utilizing Performance Management Systems and Corporate Culture Management
233(22)
Part IV. How to Change the Game: Some Overall Lessons 255(40)
12. Changing the Game in Action: The Bell-Carter Olive Company
255(23)
13. Changing the Game: Lessons for Managers and Boards
278(17)
Notes 295(4)
Index 299

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