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You Can Lead With Change (Collection)

Book Description

A brand new collection of best practices for successfully driving change and executing on strategy… 2 authoritative books, now in a convenient e-format, at a great price!

2 authoritative Books help you execute on strategy and overcome the barriers to organizational change

Even the highest-value strategies and most well-intentioned changes won't work if people don't execute on them. But, all too often, strategies aren't executed, and organizations don't change. This unique 2 Book package reveals why, and helps you overcome the specific obstacles to execution and change in your organization. In Making Strategy Work, Second Edition, Lawrence G. Hrebiniak presents a start-to-finish roadmap for formulating strategies that can be executed, and then executing them thoroughly and well. Updated and expanded throughout, this Book reflects new research at Wharton and beyond, new cases and techniques, and extensive new input from managers solving execution-related problems. Hrebiniak addresses issues including organizational structure, incentives, controls, coordination, information sharing, change management, culture, power, influence, and project management. In an expanded applications section, he applies his model to a wide range of challenging, real-world situations. This edition presents deeper analysis of strategy execution in global environments, techniques for linking project management to strategy, and executing on strategy in service organizations. Next, in It Starts with One, Third Edition, J. Stewart Black targets the #1 reason organizations don't change: the individuals within them can't change, because powerful mental maps stand in their way. Black offers a powerful, start-to-finish strategy for helping people redraw those mental maps, unleashing their power to deliver superior, sustained strategic change. He systematically identifies three brain barriers to change: failure to see, move, and finish. Then, he offers powerful tools, strategies, and solutions for overcoming all three. This edition is extensively revised to offer new insights, examples, and case studies -- from Facebook and Google to AMC and Lenovo. It concludes with a new five-step framework for integrating the elements of effective change leadership in real-world environments. You'll see this framework put to work through an important new case study: Deseret News, the rare newspaper that has learned to thrive in the digital era. If you're tasked with driving change or executing strategy, this collection gives you the tools you need to get the job done, even when others can't.

FromLawrence G. Hrebiniak and J. Stewart Black, world-renowned experts in business strategy, execution, and change

Table of Contents

  1. About This eBook
  2. Title Page
  3. Copyright Page
  4. Table of Contents
  5. Making Strategy Work: Leading Effective Execution and Change, Second Edition
    1. Copyright Page
    2. Contents at a Glance
    3. Praise from the First Edition of Making Strategy Work
    4. Dedication
    5. About the Author
    6. Introduction to the Second Edition
      1. Acknowledgments
    7. Introduction to the First Edition
      1. Learning from Experience
      2. What You Need to Lead
      3. The Big Picture
      4. Effective Change Management
      5. Applying What You Learn
      6. The Bottom Line
      7. On a Final Note
      8. A Few Thanks
    8. Part I: Key Factors in Strategy Execution: Creating an Integrated Approach to Making Strategy Work
      1. Chapter 1. Strategy Execution Is the Key
        1. Introduction
        2. Execution Is a Key to Success
        3. Additional Challenges and Obstacles to Successful Execution
        4. The Results: Obstacles to Successful Strategy Execution
        5. The Execution Challenge
        6. Summary
        7. Endnotes
      2. Chapter 2. Overview and Model: Making Strategy Work
        1. Introduction
        2. Common Versus Unique Execution Solutions
        3. A Need for Action
        4. A Model of Strategy Execution
        5. Another View of the Model of Strategy Execution
        6. Context of Execution Decisions
        7. Summary
        8. Endnotes
      3. Chapter 3. The Path to Successful Execution: Good Strategy Comes First
        1. Introduction
        2. Is the Impact of Strategy Overrated?
        3. Issue #1: The Need for Sound Planning and a Clear, Focused Strategy
        4. The Service Business
        5. Issue #2: The Importance of Integrating Corporate and Business Strategies
        6. Issue #3: Thinking Short Term—The Need to Define and Communicate the Operational Components of Strategy
        7. Issue #4: Understanding the “Demands” of Strategy and Successful Execution
        8. Summary
        9. Endnotes
      4. Chapter 4. Organizational Structure and Execution
        1. Introduction
        2. The Challenge of Structural Choice
        3. The Critical Structural Issues
        4. Summary
        5. Endnotes
      5. Chapter 5. Managing Integration: Effective Coordination and Information Sharing
        1. Introduction
        2. The Importance of Integration
        3. Interdependence and Coordination Methods
        4. Facilitating Information Sharing, Knowledge Transfer, and Communication
        5. Clarifying Responsibility and Accountability
        6. Responsibility Plotting and Role Negotiation
        7. Summary
        8. Endnotes
      6. Chapter 6. Incentives and Controls: Supporting and Reinforcing Execution
        1. Introduction
        2. Role of Incentives and Controls
        3. Incentives and Execution
        4. Controls: Feedback, Learning, and Adaptation
        5. The Strategy Review: Integrating Planning, Execution, and Control
        6. Summary
        7. Endnotes
      7. Chapter 7. Managing Change
        1. Introduction
        2. Managing Change: A Continuing Challenge
        3. Steps in Managing Change
        4. A Model of Change and Execution
        5. Summary
        6. Endnotes
      8. Chapter 8. Managing Culture and Culture Change
        1. Introduction
        2. What Is Culture?
        3. A Model of Culture and Cultural Change
        4. Summary
        5. Endnotes
      9. Chapter 9. Power, Influence, and Execution
        1. Introduction
        2. A View of Power and Influence
        3. Power and Execution
        4. Summary
        5. Endnotes
    9. Part II: Applications
      1. Chapter 10. Making Mergers and Acquisitions Work
        1. Introduction
        2. Making Merger and Acquisition Strategies Work
        3. Using the Present Model and Approach to Execution
        4. Managing Change
        5. Managing Culture and Culture Change
        6. The Critical Role of Leadership
        7. Summary
        8. Endnotes
      2. Chapter 11. Making Global Strategy Work
        1. Introduction
        2. Types of Global Growth and Execution Decisions
        3. Summary
        4. Endnotes
      3. Chapter 12. Executing Strategy in Service Organizations
        1. Introduction
        2. Similarities: Executing Strategy in Service Businesses
        3. Service Businesses: Possible Differences Affecting Strategy Execution
        4. Categories or Types of Service Organizations
        5. Strategy Execution in People-Based Professional Service Organizations
        6. Summary: Strategy Execution in Service Organizations
        7. Endnotes
      4. Chapter 13. Project Management and Strategy Execution
        1. Introduction
        2. Possible Benefits of a Project Management Approach
        3. An Example: Project Management and Making Strategy Work
        4. Potential Pitfalls with Project Management
        5. Summary
        6. Endnotes
    10. Appendix
    11. Index
    12. Financial Times Press
  6. It Starts with One: Changing Individuals Changes Organizations
    1. Copyright page
    2. Praise for the Previous Edition of It Starts with One
    3. Dedication Page
    4. Acknowledgments
    5. About the Author
    6. Preface
    7. 1. The Challenge of Leading Strategic Change
      1. Failure Rate
      2. Inconvenient Truths
      3. Dynamics of Change
      4. Implications of Change
      5. The Crux of the Challenge
      6. Simplify and Apply
      7. The Fundamentals of Change
      8. Overview of the Book
    8. 2. Barrier #1: Failure to See
      1. Blinded by the Light
      2. Placing Ourselves at the Center
      3. Distorting Our View
      4. Upright Maps
      5. Summary
    9. 3. Solutions and Tools for Breaking Through Barrier #1: Helping People See the Need
      1. Contrast
      2. Confrontation
      3. Combining Contrast and Confrontation
      4. Creating High Contrast and Confrontation
      5. Pulling It All Together
    10. 4. Barrier #2: Failure to Move
      1. Clarity: The New Right Thing
      2. Capability
      3. Consequences
      4. Pulling It All Together
    11. 5. Solutions and Tools for Breaking Through Barrier #2: Helping People Make the Move
      1. Step 1: Clarity
      2. Step 2: Capabilities
      3. Step 3: Consequences
      4. It Starts with One, But Where to Start?
      5. Pulling It All Together
    12. 6. Barrier #3: Failure to Finish
      1. Getting Tired
      2. Getting Lost
      3. Overcoming the Final Brain Barrier
    13. 7. Solutions and Tools for Breaking Through Barrier #3: Helping People Fight Through the Finish
      1. Providing Champions
      2. Charting Progress
      3. Pulling It All Together
    14. 8. Pulling It All Together
      1. Digital Disruption
      2. One Call, That’s All
      3. Making Change Personal
      4. Summary
    15. 9. Getting Ahead of the Change Curve
      1. Crisis Change
      2. Reactive Change
      3. Anticipatory Change
      4. Cost and Difficulty of Each Type of Change
      5. Change Penalty
      6. Conclusion
    16. Index