Book description
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.
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.
