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'How do organisations chart a path of change to help them thrive-not merely survive-in the fast moving twenty-first century economy?'
This is the central question posed and answered in Beyond the Boundaries, an insightful, groundbreaking book on strategic change management by leading authors in the field, Doug Stace and Dexter Dunphy.
The striking feature of the twenty-first century business environment is the phenomenon of 'new adventurers'-organisations and people bold enough to chart new territory, transform current industries, or create totally new industries. This book looks at how change can be charted and led as an energising, productive force at a time when organisations in every sector of the economy, new and old, must reshape to stay ahead of the game-change is the steady state. In this thoroughly updated new edition, the authors explore the new factors of success: speed, flexibility and dexterity in the middle of what is not only an economic revolution, but a social revolution as well.
Beyond the Boundaries provides practical frameworks to map your organisation's path of change-drawn from the authors' extensive organisational research-and examines the conditions under which a change in strategy will be effective in one organisation, but not in another.
This comprehensive, pivotal book covers:
the dilemmas of change
an organisational renaissance
choosing the strategy and structures
translating business strategy into action
taking charge of change
the new flexible work order; and
choosing change intervention tools.
The book is liberally illustrated with case examples from Australian and global enterprises. It is an essential guide for those who lead, manage and participate in the revolution sweeping our organisations.
Contents
PrefaceAcknowledgments
Chapter 1 The dilemmas of change
An organisational metaphor
Dilemmas in change
A place of no return
Learning to live with dilemmas
Embracing the dilemmas: Towards workable complexity
After the transformation, what?
References
Chapter 2 An organisational renaissance
Boundaries under challenge
Imperatives for organisational renaissance
Deconstruction, or a renaissance?
References
Chapter 3 Choosing the strategy and structures
Strategy: Creating the change agenda
Strategy, not just planning
A framework for strategy
Recreating organisational structures
Making intelligent choices
References
Chapter 4 Translating business strategy into action: Transitions, Transformations and Turnarounds
Qantas: A decade of renewal
Situational strategies for change
Transitions, Transformations or Turnarounds: Which approach to corporate change?
Linking business strategy and change
We need a theory of change
References
Appendix 4: Case studies in change
A: Going global to grow: The case of Lend Lease Corporation
B: Innovative twenty-first century workplaces
C: Transforming a traditional workplace: The case of ICI Botany
References
Chapter 5 Taking charge of change: Coaches, Captains, Charismatics and Commanders
Leadership: Sustaining and shaping corporate success
Leadership, communication and culture
Change takes time
Four types of change leaders
Beyond 'strategic dithering'
References
Chapter 6 The new flexible work order: Managing change where it matters most
The workplace: Focus of change
The traditional mass production system
Transforming the old work order
A changed work order
New leadership roles at the workface
Introducing self-managing teams
Beyond the single organisation: The importance of supplier networks
The new virtual work order
Conclusion
References
Chapter 7 Choosing change intervention tools
Strategies or fads?
Levels and depth of change intervention
Some current change intervention tools
Integrating change strategies and change intervention tools
The dynamics of change interventions
An Australasian model of change?
References
Chapter 8 Beyond the boundaries
Adventuring across boundaries
Leadership issues for the twenty-first century
Leading and recreating our enterprises
Change is the steady state
References
Appendix 8A: Four approaches to change: An overview
Index
