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

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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 Milan's romantic coffee bars to recreate itself and transformed an entire industry. The book concludes with a look at how one company -- Belt Carter Olive Company -- pulled together all the concepts and tools presented in the book and successfully changed the game.

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Editorial Reviews

From the Publisher
"In our dynamic world, every organization has to face the reality that it is either going to change the game or be changed by the game. Eric Flamholtz and Yvonne Randle have helped PowerBar do the former and I'm excited to see their tools available to everyone through this book."—Brian Maxwell, CEO, PowerBar Inc.

"A clear, crisp guide to achieving the level of transformation necessary to become or remain a market leader. Flamholtz combines the need for strategic focus, alignment, discipline and entrepreneurial energy at the enterprise level in a very special way. I believe that he is on to something very powerful. Dealing with change will be with us forever."—J.M. Nugent, Worldwide President and CEO, Neutrogena Corporation

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Product Details

  • ISBN-13: 9780195117646
  • Publisher: Oxford University Press, USA
  • Publication date: 10/28/1998
  • Edition description: New Edition
  • Pages: 320
  • Sales rank: 1,500,196
  • Product dimensions: 6.30 (w) x 9.30 (h) x 1.10 (d)

Meet the Author

Eric G. Flamholtz is Professor of Management at the UCLA Anderson Graduate School of Management. He is President, and Yvonne Randle is Vice President, of ManagementSystems Consulting Corporation, which has assisted organizations from entrepreneurships to Fortune 500 companies. They live in Los Angeles, California.

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Table of Contents

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