By James Champy, Nitin Nohria
ISBN-10: 0585241414
ISBN-13: 9780585241418
ISBN-10: 0875846734
ISBN-13: 9780875846736
Bringing jointly 14 articles from the "Harvard company Review", this booklet provides principles on effectively handling company switch. It comprises contributions from either students and practitioners, together with Peter Drucker, John Kotter, Michael Hammer and Rosabeth Moss Kanter. There also are interviews and discussions with key brokers of commercial switch, resembling ABB's Percy Barnevik, Xerox's Paul Allaire and AlliedSignal's Lawrence A. Bossidy.
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Montgomery and Michael E. Porter Leaders on Leadership: Interviews with Top Executives, Edited with a Preface by Warren Bennis Seeking Customers, Edited with an Introduction by Benson P. Shapiro and John J. Sviokla Keeping Customers, Edited with an Introduction by John J. Sviokla and Benson P. Shapiro The Learning Imperative: Managing People for Continuous Innovation, Edited with an Introduction by Robert Howard The Articulate Executive: Orchestrating Effective Communication, With a Preface by Fernando Bartolomé Differences that Work: Organizational Excellence through Diversity, Edited with an Introduction by Mary C.
Kotter and John L. Leahy, "Changing the Culture of British Airways," Case No. 9-491-009, Boston: Harvard Business School Publishing, 1991. 5. Ibid. 6. John P. Kotter, "What Leaders Really Do," Harvard Business Review, May-June 1990, p. 103-111. Page 1 PART I THE FUTURE STATE: WHERE WE ARE HEADING Page 3 1 The Coming of the New Organization Peter F. Drucker The typical large business 20 years hence will have fewer than half the levels of management of its counterpart today, and no more than one-third the managers.
1 As he told Forbes, he spent little time studying management theory. He had already learned enough by observing his former bosses' mistakes. Nor did Moore push to an illogical extreme his extraordinary vision for the future of integrated circuits (now called Moore's Law, which says the number of transistors per chip would double every 18 months, while costs would fall at a like amount). Rather, he adapted an extremely pragmatic approach to achieve an audacious end. " The nascent Intel "had a choice of three technologies, an easy one that could be quickly copied by Texas Instruments and Fairchild; a complicated one that might bankrupt them; or a moderately complicated one.
Fast Forward: The Best Ideas on Managing Business Change (Harvard Business Review Book Series) by James Champy, Nitin Nohria
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