Transforming Organizations: A How To Guide
Transforming an entire organization is more of an art than it is a science. Yet, when you bring together the anecdotal experience of a number of successful ‘organizational transformers’, consistent patterns emerge.
The academic research on such transformations is not extensive. But the work which has been done is insightful and confirms the patterns uncovered by the anecdotal evidence.
Get insight into these patterns, which describe the relationship dynamics and best practices that can yield a successful organization turnaround.
When you are faced with the task of turning around an organization, you have several choices. Some turnaround leader take a bold 'it must be the current leader's fault' approach. They replace the top leadership with people who they think are capable. Underneath it all, they know that these new people are likely to be 'loyal' to the leaders who gave them these opportunities.
But when you examine the activities of successful transformative leaders, listen to their recounting of why and how they did what they did, read the few systematic academic research studies on transformation, you begin to see that a 'blood on the floor' approach to turnaround might not be the best way to do this. Instead, an approach which addresses all of the varied challenges of a turnaround, uses metrics, builds a culture of 'we can do better' seems to work much more effectively.
That is the approach outlined in this book. It brings together personal experience as a turnaround leader, in depth dialogue with a number of other proven turnaround leaders, and the work of academic research. At its base, it takes a 'here is how to" and "here is why this works" to the complex dynamics of leading a successful transformation of an organization.
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