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Leading Culture Change in Global Organizations: Aligning Culture and Strategy

Book Description

Filled with case studies from firms such as GT Automotive, GE Healthcare China, Vale, Dominos, Swiss Re Americas Division, and Polar Bank, among others, this book (written by Dan Denison and his co-authors) combines twenty years of research and survey results to illustrate a critical set of cultural dynamics that firms need to manage in order to remain competitive. Each chapter uses a case as a means to illustrate an important aspect of culture change focusing on seven common culture-change dilemmas including creating a strategic alignment, keeping strategy simple, and more.

Table of Contents

  1. Cover
  2. Praise Page
  3. Series Page
  4. Title Page
  5. Copyright
  6. Foreword
  7. Dedication
  8. Preface
  9. Chapter 1: Building a High-Performance Business Culture
    1. What Is Corporate Culture? Why Is It Important?
    2. How Corporate Culture Impacts Business Performance
    3. Some Real Examples
    4. Leading Culture Change in Global Organizations
    5. The Plan for This Book
  10. Chapter 2: Supporting the Front Line
    1. Making the Front Line the Foundation of Your Strategy
    2. Lessons for Leaders
    3. Strategies for Supporting the Front Line: Beyond Domino's
  11. Chapter 3: Creating Strategic Alignment
    1. Culture Eats Strategy for Lunch!
    2. Lessons for Leaders
    3. Creating Strategic Alignment: Beyond DeutscheTech and Swiss Re
  12. Chapter 4: Creating One Culture Out of Many
    1. E Pluribus Unum
    2. History Has Its Own Logic
    3. Lessons for Leaders
    4. Creating One Culture Out of Many: Beyond Polar Bank
  13. Chapter 5: Exporting Culture Change
    1. Can Culture Change Be Exported?
    2. Lessons for Leaders
    3. Exporting Culture Change: Beyond GT Automotive
  14. Chapter 6: Building a Global Business in an Emerging Market
    1. Building a Business in an Emerging Market
    2. Lessons for Leaders
    3. Building a Global Business in an Emerging Market: Beyond GE Healthcare
  15. Chapter 7: Building a Global Business from an Emerging Market
    1. Becoming a Global Challenger
    2. Lessons for Leaders
    3. Building a Global Business from an Emerging Market: Beyond Vale
  16. Chapter 8: Building for the Future: Trading Old Habits for New
    1. Trading Old Habits for New
    2. Understanding the Importance of Routines
    3. Tracking Our Progress
    4. Building for the Future
  17. Appendix : Denison Organizational Culture Survey: Overview and Resource Guide
    1. Interpreting the Survey Results
    2. Feedback and Action Planning
    3. The Benchmarking Process
    4. Validation
    5. Research Overview
    6. References
  18. Acknowledgments
  19. The Authors
  20. Index