Enterprise–Wide Change: Superior Results Through Systems Thinking

Leave piecemeal strategic change approaches behind and learn how to plan, facilitate, and integrate your change efforts for lasting success. Enterprise–Wide Change takes you through the "Rollercoaster of Change," showing you how to deal with resistance, regard skeptics as your best friends, and build a buy–in and stay–in strategy among your employees. The authors use the science of "Systems Thinking"–a comprehensive, yet simple and integrated way to analyze and build synergy from all key organizational elements needed for enterprise–wide and transformational change. This seminal book integrates what is needed to effectively transform any organization including: scanning of the environment and marketplace, clarifying the vision and core values, targeting marketplace value–added positioning, building key outcome success measures and goals, identifying critical business and human issues and opportunities, and developing the shared core strategies and action plans.
With this one–of–a–kind integrated resource, you willLearn to make smart decisions based on the only integrated change and OD systems model and science that builds on all the outstanding concepts, interventions, and techniques introduced by experts in the OD field over the past fifty yearsUnderstand how to transfer these change and OD interventions and applications to any sector, be it public, private, or not–for–profitImprove any type of change processes and structures using an incredible tool chest of practical questions, summaries, case studies, examples, and worksheets as well as system tools, tips, and techniques found nowhere else
"Steve Haines and his fellow authors’ practical handbook for leading change in an organization is a godsend to any executive and consultant. Their years of experience, research, and observation are distilled into logical steps for the executive and consultant alike to follow. Th e examples they give throughout the book bring each step alive. The environment for all enterprises is continually changing, and Steve Haines’ book will aid leaders in keeping their enterprises ahead of change and growing profitably."
–Admiral Dennis Blair, USN (Retired), former Four–Star Commander–in–Chief, Pacific Command, and president of the Institute for Defense Analysis

Spis treści:
List of Figures, Tables, and Worksheets.
Preface.
Acknowledgments.
Introduction.
Purpose of this Book.
Organization of the Book.
Special Features.
Part A: Introduction to Systems Thinking and Superior Results.
1. The Fundamentals of Enterprise–Wide Change.
Chapter Purposes.
Welcome to the Future.
The Systems Thinking Approach.
Achieving Superior Results.
The Uniqueness of Enterprise–Wide Change.
21st Century: Revolutionary Worldwide Change and Its Implications.
The Secret of Constant Growth.
75 Percent of All Major Changes Do Not Succeed.
The “Big Three” Enterprise–Wide Failure Issues.
Preview: The Enterprise–Wide Change Journey.
Chapter One Recap.
2. Seeking a Unity of Science for Living Systems.
Chapter Purposes.
Complexity Versus Simplicity: Our Different Views of the World.
The Helicopter View of Life.
Analytic Thinking: A Mindset Left Over from the Industrial Age.
General Systems Theory: The Unity of Science.
Chapter Two Recap.
3. Foundations of the Systems Thinking Approach.
Chapter Purposes.
Systems Concept #1: Seven Levels of Living Systems.
Systems Concept #2: Natural and Predictable Cycles of Change.
Systems Concept #3: The Simplicity of Systems Thinking Is Backwards Thinking.
Systems Concept #4: Twelve Characteristics of Living Systems.
The Whole System: Living Systems Characteristics #1–#6.
The Inner Workings of Systems: Living Syst ems Characteristics #7–#12.
Some Guiding Principles of Systems Thinking.
Chapter Three Recap.
Part B: Practical Application to Enterprise–Wide Change.
Framework for Part B.
4. Smart Start: Engineering Success Up–Front.
Chapter Purposes.
Chapter Context.
Smart Start: Engineer Success Up–Front.
The Iceberg Theory of Change—Three Realities of Life: Content—Process—Structure.
The Structures of Change Expanded: Tailored to Your Needs.
Structure and Player #1: Change Leaders.
Structure and Player #2: Change Consultants.
Structure and Player #3: Change Implementers.
Structure and Player #4: Program Management Office.
A Menu of Additional Change Infrastructures.
Further Elaboration on Key Structures.
The Game Plan for Enterprise–Wide Change.
Chapter Four Recap.
5. Clarity of Purpose: Working On the Enterprise.
Chapter Purposes.
Chapter Context: Working On the Enterprise.
Missing Element #1: Phase E.
Missing Element #2: Phase A.
Missing Element #3: Phase A.
Missing Element #4: Phase B.
Summary: Clarity of Purpose.
Chapter Five Recap.
6. Assessing the Enterprise as a Living System.
Chapter Purposes.
Chapter Context.
Some Mental Maps for Assessing Enterprises as Living Systems.
Multiple Conflicting Mindsets or Mental Maps (Versus a Totally Integrated Enterprise–Wide Assessment).
One Mental Map of an Organization as a Living System.
A New Enterprise–Wide Assessment Mental Map: A Business Excellence Architecture.
Summary: Enterprise–Wide Assessment and Vital Signs.
Chapter Six Recap.
7. Simplicity of Execution: Working In the Enterprise.
Chapter Purposes.
Chapter Context.
On the Path to Clarity and Simplicity.
Cascading the Changes: Strategies—Initiatives—Tasks—Accountability—Rewards.Chapter Seven Recap.
8. Wave After Wave of Changes.
Chapter Purposes.
Chapter Context.
Individual Change: The Rollercoaster of Change.
Enterprise–Wide Change and the Rollercoaster of Change.
The Cascade of Change: Wave After Wave.
Seven Natural Rings of Reality: Classifying Mainstream OD Change Interventions.
The Seven Natural Rings of Reality Matrix and the Impact of the Rollercoaster of Change.
Implications for the Enterprise–Wide Change Journey.
Chapter Eight Recap.
9. Sustain Business Excellence.
Chapter Purposes.
The Mid–Course Enterprise–Wide Change Review: Fighting Entropy in Enterprise–Wide Change.
Annual Review of Organizational Capacity.
Chapter Nine Recap.
Enterprise–Wide People Edge Best Practices.
Part C: How to Begin Enterprise–Wide Change.
10. Working on the Enterprise: The Bite–Sized Approach.
Chapter Purpose.
How to Begin: Tailored to Your Needs.
The Results.
Websites.
Bibliography.
About the Series.
Statement of the Board.
Afterword to the Series.
About the Series Editors.
About the Authors.
Index.

Nota biograficzna:
Stephen G. Haines is founder and CEO of The Centre for Strategic Management and Systems Thinking Press. A well–known consultant and trainer and experienced CEO at University Associates and large corporations, he is also a distinguished author with 13 books in print, including The Systems Thinking Approach to Reinventing Strategic Planning and Management.
Gail Aller–Stead is the Change Management Practice Leader and a partner in the Centre for Strategic Management, a global strategic alliance of consultants and trainers in Canada and the United States, with 38 offices in 20 other countries.
James McKinlay is the cofounder of the Centre for Strategic Management and its managing partner for Canada.

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