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Built to Change

Book Description

In this groundbreaking book, organizational effectiveness experts Edward Lawler and Christopher Worley show how organizations can be “built to change” so they can last and succeed in today’s global economy. Instead of striving to create a highly reliable Swiss watch that consistently produces the same behavior, they argue organizations need to be designed in ways that stimulate and facilitate change. Built to Change focuses on identifying practices and designs that organizations can adopt so that they are able to change. As Lawler and Worley point out, organizations that foster continuous change
  • Are closely connected to their environments
  • Reward experimentation
  • Learn about new practices and technologies
  • Commit to continuously improving performance
  • Seek temporary competitive advantages

Table of Contents

  1. Cover
  2. Title
  3. Copyright
  4. Foreword
  5. Preface
  6. Chapter 1: Why Build Organizations to Change
    1. Why Organizations Need to Change
    2. Types of Change
    3. Organizations Are Built to Be Stable
    4. The <i xmlns="http://www.w3.org/1999/xhtml" xmlns:epub="http://www.idpf.org/2007/ops" xmlns:m="http://www.w3.org/1998/Math/MathML" xmlns:svg="http://www.w3.org/2000/svg" xmlns:ibooks="http://vocabulary.itunes.apple.com/rdf/ibooks/vocabulary-extensions-1.0">Built to Change</i> Logic Logic
    5. Conclusion
  7. Chapter 2: A Dynamic View of Organizational Effectiveness
    1. Organizations Are Like Careers
    2. The Built-to-Change Model
    3. Environmental Scenarios Drive Strategizing and Effectiveness
    4. Identity Is Central to Good Strategizing
    5. Strategizing Is a Pivotal Conversation
    6. Creating Value Through Competencies and Capabilities
    7. Designing Integrates the Organization
    8. Configuration and Alignment Drive Performance
    9. Conclusion
  8. Chapter 3: Strategizing
    1. Strategy in B2Change Organizations
    2. Identity
    3. Strategic Intent
    4. The Strategizing Process
    5. Conclusion
  9. Chapter 4: Structuring for Effectiveness and Change
    1. External Focus
    2. Structuring for Change
    3. Creating New Businesses
    4. Conclusion
  10. Chapter 5: Developing the Right Information, Measurement, and Decision-Making Processes
    1. Information
    2. Measurement
    3. Decision Making
    4. Conclusion
  11. Chapter 6: Acquiring the Right Talent
    1. Adopting an Employment Strategy
    2. Motivation and Recruiting
    3. Attract the Right Talent
    4. Identifying the Right Talent
    5. Acquiring Companies and Human Capital
    6. Rerecruiting the Best
    7. Conclusion
  12. Chapter 7: Managing Human Capital
    1. Keeping the Right People
    2. Measuring Human Capital
    3. Targeting Critical Work and Individuals
    4. Creating Career Opportunities
    5. Managing Layoffs and Downsizing
    6. Developing a Training Strategy
    7. Conclusion
  13. Chapter 8: Meeting the Leadership Challenge
    1. Effective Leadership Redefined
    2. Leadership Talent
    3. A Company of Leaders
    4. Conclusion
  14. Chapter 9: Designing Reward Systems
    1. Motivation and Rewards
    2. Rewards and Performance
    3. Organization Structure and Rewards
    4. Organizational Identity and Rewards
    5. Strategic Intent and Rewards
    6. Conclusion
  15. Chapter 10: Rewarding Performance and Change
    1. Seniority-Based Rewards
    2. Merit-Pay Plans
    3. Bonuses
    4. Profit Sharing
    5. Stock Ownership
    6. Person-Based Pay
    7. Egalitarian Perquisites
    8. Rewards for Risk Taking and Innovation
    9. Dealing with Failure
    10. Conclusion
  16. Chapter 11: Creating a Built-to-Change Organization
    1. The Transition Process
    2. Create a Change-Friendly Identity
    3. Pursue Proximity
    4. Build an Orchestration Capability
    5. Adopt Strategic Adjustment as a Normal Condition
    6. Seek Virtuous Spirals
    7. Conclusion
  17. Notes
  18. Acknowledgments
  19. About the Authors
  20. Index
  21. End User License Agreement