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Practical, tested, implementable real-world advice for transforming any business and is written by people that have “been there and done that”.
Changing an organization is tough. Transformation is hard work that should not be attempted by the faint of heart or the weak of mind. But transformation is not rocket science either. By taking a realistic, simple and direct view of what is required to transform an enterprise, the authors reduce the noise and nonsense that surrounds much of the discussion of transformation and provide straight forward lessons, examples and thought provoking questions to guide the reader to a more powerful position as an agent of change. Based on the authors' decades of experience dealing with major business transformation, this book provides valuable guidance for any company engaged in large scale change brought on by shifts in the competitive landscape, mergers, acquisitions, or a major restructuring of their business model. Many organizations undergo transformation with lots of enthusiasm, but are frustrated with the results. This book contains a set of lessons gained in the process of working in and with organizations in the process of transformation. The book starts out by framing transformation and explains the overall system the enterprise that is involved in transformation. By doing so, clarity is brought to the question of why change is so difficult and problematic. What you can expect to get by reading this book is:
- A way of looking at transformation that is comprehensive and yet manageable without all the buzzword bingo terminology
- 11 critical lessons taken from the author’s broad experience on a broad range of topics that you can leverage in your situation
- To get some thought provoking insight from 10 key questions for each lesson that you can use to apply the lessons to your organization
- A comprehensive framework for leading transformation that will challenge your thinking and provide a path forward to taking immediate action
With rare insight and candor, the authors provide thoughtful advice backed by examples from their comprehensive experience. If you don’t like transformation, you are going to hate irrelevance. This book is your best bet for getting the insight you need to transform your organization before it becomes irrelevant.
- Sales Rank: #1255002 in Books
- Published on: 2010-03-08
- Original language: English
- Number of items: 1
- Dimensions: 9.30" h x 1.00" w x 6.30" l, 1.04 pounds
- Binding: Hardcover
- 288 pages
Features
- Business
- Business & Money
- Business Transformation
- Leadership
- Management & Leadership
From the Inside Flap
Today's marketplace requires that businesses maintain excellent relationships with their customer base while offering a greater range of options—often combining services with traditional product offerings. While many organizations enthusiastically attempt to undergo transformations to accomplish this and other major changes, they are often frustrated with the results.
Executing Your Business Transformation provides valuable guidance for companies contemplating mergers, acquisitions, or major restructurings of their business models. This important resource is based on the expert authors' decades of experience dealing with major business transformations and offers an illustrative set of lessons gained from the authors' wide range of experiences.
Some of the unorthodox and yet highly valuable lessons in the book include Your customers are always right, except when they aren't; What got you here may kill you there; There is no strategy if nobody knows what to do; Consultants are not an excuse for not knowing your business; Yesterday's leadership skills may prevent tomorrow's success; and Transforming strategy requires more than expensive software.
With keen insight and rare candor, Executing Your Business Transformation provides thoughtful advice to any leader who understands that the strengths of today's company will not translate into the results of tomorrow.
From the Back Cover
Praise for Executing Your Business Transformation
"This book reflects the authors' valuable experience in the trenches of some difficult cases, where egos, politics, and culture get in the way of making substantive, quick organizational change."
—Neil Smith, managing partner, SmithO'Brien
"Executing Your Business Transformation identifies the key problems facing every successful business and offers insightful and valuable strategies that not only protect but pave the way for continued success."
—Steve Gill, vice president, product marketing and business development, ALLDATA LLC
"Without evolution to respond to changing business conditions, organizations will die. This book really helps to explain this need and the constant requirement to avoid tactical and strategic lethargy. Get the message or go out of business—what could be more simple?"
—Howard Charney, senior vice president, Cisco Systems, and cofounder, 3Com
"Today everyone should know that organizations must transform. We spent the last decade (or more) learning that and seeing what happens when organizations either don't transform or fail to do it well. Executing Your Business Transformation provides a framework, examples, and questions that lead to the in-depth introspection every organization needs before and during transformation. I think the book may be even more valuable where leaders don't see the need to transform; maybe by reading it, they can see the error of their ways before it's too late."
—Sean Morgan, professor, California State University, Chico
"Transformational change is a tall order for any leader. If you are contemplating making sweeping change, you owe it to yourself and your people not only to read but to study this book. The authors make visible, in a holistic fashion, the critical aspects of any business that must be addressed to prevent waste and failure."?
—Robert W. Lauridsen, CEO, Strategy Execution Challenge
About the Author
Mark I. Morgan is CEO of StratEx Advisors, Inc., and lead author of Executing Your Strategy. He has thirty?-plus years of industry experience in business start-ups, business development, management, leadership, and project, program, and portfolio management.
Andrew B. Cole is vice president of human resources at A123 Systems. He is former senior vice president and director of human resources at APC and senior vice president of human resources for the CPAC Division of Schneider Electric.
David R. Johnson is senior vice president of home and business at APC. He also served as senior vice president of worldwide sales at APC where he led a team of more than 2,000 people.
Robert J. Johnson is vice president of enterprise solutions at A123 Systems and former CEO and president of North America for APC.
Most helpful customer reviews
2 of 2 people found the following review helpful.
Transformation is not a choice ... can you make it?
By Jessica Lee
"Executing Your Business Transformation without Killing Yourself or Business" is a must read for anyone involved in managing changes in enterprises of any size. The book explains the complexity of transforming an existing organization while illustrating organizational anatomy, followed by lessons that the readers can apply to their organizations in their own circumstances.
Why changes fail? Inertia.
To successfully transform, you must deal with your organization's core, context, and organizational capability that make up the organizational inertia. Dealing with one facet, but not the other is sure to fail in achieving any sustainable change.
The authors advise that stand-alone cultural change initiative is misguided and sets the organization back. To foster cultural change, you must simultaneously consider the organization's new goals, structure, strategy, purpose, identity, and long-range intention.
The authors assert that innovation does not come from the adoption of best practice. It comes from looking upstream from best practice. Before something was a best practice, it was leading practice; an experiment; a theory; a thought; an observation. What gave rise to the value of observation was experience or wisdom or intelligence.
This book contains wisdom gained through authors' vast experiences in transforming enterprises. They imparted eleven lessons with intention for the readers to form their own theories as to how the lessons apply to readers' organizations in their circumstances.
Surely, some of these eleven lessons will inspire you to experiment and create your own leading practice, as they have done for me.
1. What got you here may kill you there
2. Yesterday's leadership skill may prevent tomorrow's success
3. There is no strategy if nobody knows what to do
4. Transforming strategy requires more than expensive software
5. Transform human resources into a strategic advantage
6. Your customers are always right, except when they aren't
7. Don't let analysts run your business
8. Merger is not a four-letter word
9. Who melted my cheese?
10. Spin is overrated for creating value
11. Consultants are not an excuse for not knowing your business
0 of 0 people found the following review helpful.
Got Morgan?
By Mark Dochtermann
Morgan hits a home run again !
If you are in a position of influence in your organization, and you want to continue to enjoy the success of the fruits of your labor, then you will want to read this book... or you can sit back back and watch your competitors take your market share...
You may have already realized that you need to make sweeping changes in your organization, to keep your competitors from driving you out of business ... only to realize that the effects of the last two reorgs had little or no impact, other than the continued and accelerated loss of some of your very best people ... to the competition.
Perhaps you need help? Seriously! It seems to me that we have no problem turning to a Doctor, Dentist, Lawyer, or Mechanic when we need the help of a professional, yet we somehow believe that we have the in-house expertise to restructure, reorganize, or rejuvinate our Corporations. Try taking your own appendix out and see how successful (or painful) that is!
"While many organizations enthusiastically attempt to undergo transformations to accomplish ... major changes, they are often frustrated with the result", states Morgan in his second book. In my opinion, this is an understatement of the the result and impact of some seriously botched up organizational transformation efforts. In fact, these failed attempts have been so extremely impactful, that former employees (of a well known corporation) have even created television ad campaigns to help us understand the impact on the loss of their livelihood.
Get the book, read it, and once you realize how little you know about organizational transformation, Get Morgan!
See all 2 customer reviews...
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