Efnisyfirlit

• Cover
• Title Page
• Copyright
• Preface
• Part I: INTRODUCTION
  • Chapter 1: Threats and Opportunities in a Rapidly Changing World
    • “The Storm Is Just Beginning”
    • The Challenge: A More Volatile, Uncertain, and Rapidly Changing World
    • The Change Problem and Solution
    • The Stakes
  • Chapter 2: The Emerging Science of Change
    • Human Hardwiring: The Survive/Thrive System
    • The “Modern” Organization
    • Leading Change: Success and Failure
    • The Three Streams
• Part II: THERE IS A BETTER WAY TO ACCELERATE:
  • Chapter 3: “Strategic Planning” That Delivers Results
    • An All-Too-Common Strategy Story
    • The Reigning Method of Change Used in Strategy Formulation and Execution
    • Why This Method?
    • Flaws in the Methodology
    • Strategy as a Mobilizing Agent to Get Results
    • A Better Method in a Rapidly Shifting World
    • If We Don't Change Our Approach to Strategy
  • Chapter 4: Digital Transformation That Is Truly Transformational
    • The Digital Revolution
    • Understanding the Digital Transformation Challenge in Organizations
    • The Problem with Data
    • An SAP Implementation That Worked
    • Making Digital Transformation Work
  • Chapter 5: Restructuring Without Killing Innovation and Your Future
    • Accomplishing Hard-to-Imagine Results
    • The Restructuring Challenge
    • The Growing Problem with the Traditional Method
    • Kraft Heinz: A Cautionary Tale
    • A Method Compatible with Human Nature, the Modern Organization, and a Rapidly Changing Context
    • Current Reality versus What You Can Do
  • Chapter 6: Cultural Change That Helps You Adapt
    • What Is “Culture”?
    • Corporate Culture and Performance
    • Changing Culture
    • What Leads to Failed Culture Change?
    • Changing an Entrenched Culture to Get Far Better Results
    • Business Culture Writ Large
  • Chapter 7: Mergers and Acquisitions That Create Real Value
    • The M&A Track Record Today
    • M&A Integration: The Usual Mistakes
    • The Integration Problem and Solution
    • Unlocking Value: The Demerger Issue
  • Chapter 8: Agile Methodologies That Build Sustained and Scalable Agility
    • Why Agile Does Not Create Sustained or Scaled Agility
    • A Dual Systems Approach
    • It Is Not Just about Software Development
    • Building a Dual System: An Example
  • Chapter 9: Broad Social Initiatives That Can Help Billions
    • Lessons from Organizational Research
    • Broad-Scale Social Change: Wonderful—and Disappointing
    • A “Social Movement”
    • A Social Movement Around Leadership
• Part III: IN THE END, IT IS MOSTLY ABOUT THIS
  • Chapter 10: More Leadership from More People
    • Management Is Not Leadership
    • The Waiting-for-Lincoln Trap
    • Dramatic Expansion of Leadership in Action
    • Creating the Right Environment and Culture
    • Tactics for Calming Overheated Survive and Activating Dormant Thrive
  • Chapter 11: The New Normal
    • Lessons from the Crisis
    • Using the Understanding of Human Nature to Handle Growing Uncertainty and Complexity
    • Reconstructing the Modern Organization
    • Engineering More Leadership from More People to Drive Needed Change
    • Back to the Issue of Stakes
• Notes
  • Preface
  • Chapter 1: Threats and Opportunities in a Rapidly Changing World
  • Chapter 2: The Emerging Science of Change
  • Chapter 3: “Strategic Planning” That Delivers Results
  • Chapter 4: Digital Transformation That Is Truly Transformational
  • Chapter 5: Restructuring Without Killing Innovation and Your Future
  • Chapter 6: Cultural Change That Helps You Adapt
  • Chapter 7: Mergers and Acquisitions That Create Real Value
  • Chapter 8: Agile Methodologies That Build Sustained and Scalable Agility
  • Chapter 9: Broad Social Initiatives That Can Help Billions
  • Chapter 10: More Leadership from More People
  • General References from Psychology and Neuroscience
• Acknowledgments
• About the Authors
• End User License Agreement

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