By Edward E. Lawler III, Visit Amazon's Chris Worley Page, search results, Learn about Author Central, Chris Worley, , Jerry Porras
During this groundbreaking ebook, organizational effectiveness specialists Edward Lawler and Christopher Worley express how agencies should be вЂњbuilt to changeвЂќ to allow them to final and reach todayвЂ™s worldwide financial system. rather than striving to create a hugely trustworthy Swiss watch that constantly produces an identical habit, they argue firms must be designed in ways in which stimulate and facilitate switch. outfitted to alter specializes in selecting practices and designs that companies can undertake so they may be able to switch. As Lawler and Worley indicate, enterprises that foster non-stop swap
- Are heavily hooked up to their environments
- present experimentation
- know about new practices and applied sciences
- decide to constantly enhancing functionality
- search transitority aggressive merits
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Additional info for Built to Change: How to Achieve Sustained Organizational Effectiveness
Many organizations have failed to perform effectively because their strategic intentions did not fit their identity. This was clearly the case when Exxon decided to go into the office equipment business in the 1970s. As one of the original “seven sisters” in the oil and gas business, Exxon (previously Standard Oil of New Jersey) grew up thinking of itself as an exploration and refining organization. Although the logic of diversifying may have been sound, entry into a different industry with completely different technologies and business models was too far A Dynamic View of Organizational Effectiveness | 35 beyond Exxon’s view of itself, and the effort failed.
He thrived for almost ten years in this job. But when his company was acquired by a large multinational, the new parent summarily replaced the top management team with its own people. Al was on the street again. At fifty years of age, Al was depressed. Although he believed he had many years of productive work left in him, there were few companies that needed his particular mix of skills. After six months of reflection—he called it hell—Al tapped his unused GI Bill funds to go back to school. He studied accounting, but more important, he got hooked on computers and learned to use CAD-CAM software.
Thus, in today’s business environment, organizations have to be built to change, not merely changed as a result of a special change program or effort. Change, not stability, must become the coin of the realm. 20 | Built to Change The Built to Change Logic Strategic management research and practice have struggled with whether organizations designed for flexibility can outperform those designed for stability. We believe that today the rate of environmental change and the economic opportunities provided by change are sufficient to justify adopting a built-tochange (b2change) approach regardless of answer.