LARGE-SCALE ORGANIZATIONAL CHANGE --- AN EXECUTIVE'S GUIDE
by Christopher Laszlo and Jean-Francois Laugel. Butterworth-Heinemann, 2000
1) A new wisdom (p1-6)
2) Oracle and Lafarge --- perpetual transformation in action (p7-21)
3) Chaos dynamics --- lessons from the new sciences (p23-33)
4) The ten principles (p35-41)
 The ten principles as concrete guidelines to action (p36-38)
5) PRINCIPLE 1 --- Create adaptive strategies! (p43-53)
 Synopsis of the ten principles (p38-40)
(1) Create adaptive strategies
 Leading companies already operating on some of these principles (p41)
(2) Maintain long-term identity while repositioning
(3) Compete for industry sustainability
(4) Use strategic inflection points
(5) Link transformation to shareholder value creation
(6) Develop ambitions greater than means
The process of stretching people and organizations beyond what they believe to be achievable is essential to developing a culture of lifelong learning and adaptation. (p40)
(7) Design decision-making systems for self-organization
In environments that combine fast change and complexity the most effective decision-making systems are those that allow individuals and teams throughout the organization to contribute to choices and outcomes.
(8) Fluidify the organizational structure
Key elements include the role of headquarters, information exchange, distributed centers of competence, and learning by doing!
Decentralized multilevel organizations follow flows of information without the rigidity of hierarchical or matrix organizations.
(9) Use organizational instability to catalyze learning
Managers need guidelines to creating and working in such network structures.
A measure of organizational instability is conducive to company learning and adaptation. Growth and innovation occur at the edge of chaos!
(10) Reenvision leading --- from command and control to (R)EVOLUTIONARY influence!
New tasks of leadership in complex and unstable environments require access to organizational intelligence and the distributed excercise of power for improvement in performance!
Power structures inside the organization must be viewed in a different way.
FIVE KEY ACTIONS =
6) PRINCIPLE 2 --- Maintain long-term identity while repositioning (p55-62)
(1) Create "What-If" scenarios (p46-47)
(2) Define the strategic planning unit as an evolving portfolio of skills (p47-48)
(3) Use information integration to build flexibility and reactivity into every activity (p48-49)
(4) Create the future from the future (p49-50)
(5) Selectively forget past recipes for success --- continually question assumptions about what works and what does not! (p51-53)
7) PRINCIPLE 3 --- Compete for industry sustainability (p63-68)
8) PRINCIPLE 4 --- Use strategic inflection points (p69-77)
9) PRINCIPLE 5 --- Link transformation to shareholder value creation (p79-86)
10) PRINCIPLE 6 --- Develop ambitions greater than means (p87-91)
11) PRINCIPLE 7 --- Design decision-making systems for self-organization (p93-105)
12) PRINCIPLE 8 --- Fluidify the organizational structure (p107-113)
13) PRINCIPLE 9 --- Use organizational instability to catalyze learning (p115-122)
14) PRINCIPLE 10 --- Reenvision leading --- from "command and control" to (R)EVOLUTIONARY influence! (p123-130)
15) MANAGING INFORMATION --- A key to successful implementation (p131-157)
16) Environmental sustainability --- An extension of the ten principles (p159-181)
17) CONCLUSION --- Perpetual transformation! (p183-185)
APPENDIX 1 --- The new corporate reality
APPENDIX 2 --- Chaos models in business --- notes for the technically minded
Go to: Achievement Issue at Work
Go to: Change Issue at Work
Go to: Leadership Issue at Work
Go to: Success Issue at Work
Go to: Leadership Control Essay
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