Changing an organization is tough. Transformation is hard work that should not be attempted by the faint of heart or the weak of mind. But transformation is not rocket science either. By taking a realistic, simple and direct view of what is required to transform an enterprise, the authors reduce the noise and nonsense that surrounds much of the discussion of transformation and provide straight forward lessons, examples and thought provoking questions to guide the reader to a more powerful position as an agent of change. Based on the authors' decades of experience dealing with major business transformation, this book provides valuable guidance for any company engaged in large scale change brought on by shifts in the competitive landscape, mergers, acquisitions, or a major restructuring of their business model. Many organizations undergo transformation with lots of enthusiasm, but are frustrated with the results. This book contains a set of lessons gained in the process of working in and with organizations in the process of transformation. The book starts out by framing transformation and explains the overall system the enterprise that is involved in transformation. By doing so, clarity is brought to the question of why change is so difficult and problematic. What you can expect to get by reading this book is:
- A way of looking at transformation that is comprehensive and yet manageable without all the buzzword bingo terminology
- 11 critical lessons taken from the author’s broad experience on a broad range of topics that you can leverage in your situation
- To get some thought provoking insight from 10 key questions for each lesson that you can use to apply the lessons to your organization
- A comprehensive framework for leading transformation that will challenge your thinking and provide a path forward to taking immediate action
With rare insight and candor, the authors provide thoughtful advice backed by examples from their comprehensive experience. If you don’t like transformation, you are going to hate irrelevance. This book is your best bet for getting the insight you need to transform your organization before it becomes irrelevant.
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About the Author
MARK I. MORGAN is CEO of StratEx Advisors, Inc., and lead author of Executing Your Strategy. He has thirty-plus years of industry experience in business start-ups, business development, management, leadership, and project, program, and portfolio management.
ANDREW B. COLE is vice president of human resources at A123 Systems. He is former senior vice president and director of human resources at APC and senior vice president of human resources for the CPAC Division of Schneider Electric.
DAVID R. JOHNSON is senior vice president of home and business at APC. He also served as senior vice president of worldwide sales at APC where he led a team of more than 2,000 people.
ROBERT J. JOHNSON is vice president of enterprise solutions at A123 Systems and former CEO and president of North America for APC.
Table of Contents
Introduction 1The Transformation Challenge
1. Once Upon a Time in Transformation 17Profiles of selected companies in transformation
2. What Got You Here May Kill You There 25Letting go of legacy success in order to prosper in the future
3. Yesterday’s Leadership Skills May Prevent Tomorrow’s Success 43Aligning leadership with transformation
4. There Is No Strategy If Nobody Knows What to Do 67Translating strategy into action moving forward
5. Transforming Strategy Requires More Than Expensive Software 83How to keep from being a fool with a tool
6. Transform Human Resources into a Strategic Advantage 99How to engage HR at a strategic level
7. Your Customers Are Always Right, Except When They Aren’t 115Doing what is right for customers even when it is not what they asked for
8. Don’t Let Analysts Run Your Business 137Pleasing the street is not always what it’s cracked up to be
9. Merger is Not a Four-Letter Word 155How to reduce the risk of value loss in merging companies
10. Who Melted My Cheese? 181How to deal with the mixture of two different recipes for success
11. Spin Is Overrated for Creating Value 197Replacing rhetoric with real communication
12. Consultants Are Not an Excuse for Not Knowing Your Business 213How to engage professional services for maximum return
Conclusion 237Next steps in creating better models and methods to transform organizations
About the Authors 265