Chasing Change
Building Organizational Capacity in a Turbulent Environment
Published on 22. December 2008
208 pages
978-0-470-43499-4 (ISBN)
Description
Robust organizational capacity is a company s potential to apply its skills and resources to accomplish goals and exceed stakeholders expectations. This book provides readers with the ability to diagnose both the drivers of change in their organization and the type of change response needed. In addition to the traditional tangible dimension of change, it presents a framework to leverage the cultural and personal dimensions of change to sustain successful change initiatives. As well, it presents an organizational capability self-assessment process to derive the maximum return on change efforts and investments. CEOs and executives will benefit from the ability to link demands for change to organizational capabilities in strategic initiatives.
Reviews / Votes
"Drawing on their own professional experiences with strategic change they offer a practical text for CEOs, managers and others leading change initiatives. Coverage includes change basics; a framework for understanding how the external and internal environments drive and demand change responses on organizational and individuals levels; an assessment framework for building change capacity, centered on 13 core capabilities that can be evaluated and further developed for greater learning and adaptation to change." (Book News, May 2009)More details
Other editions
Additional editions
Bob Thames | Douglas W. Webster
Chasing Change
Building Organizational Capacity in a Turbulent Environment
Book
01/2009
1st Edition
Wiley
€54.00
Shipment within 10-20 days
Persons
Robert C. THAMES is a Senior Program Manager at SAS Institutewith over thirty years of experience in the technology industry,selling, managing, and delivering strategic solutions to customersand clients in the commercial telecommunications, entertain-ment,manufacturing, and retail industries, and the federal publicsector. His association with CAM-I spans fourteen years, duringwhich he led the Change, Adaptation, and Learning Interest Group inthat organization. His articles have appeared in StrategicManagement, Cost Management, SAS, and BetterManagement.com.?
As the former CFO of the Department of Labor, DOUGLAS W. WEBSTERwas responsible for upholding strong financial management andaccountability while enhancing internal control in an organizationof more than 16,000 employees and a budget exceeding $50 billion.Prior to his appointment as the CFO, he served a twenty-one-yearcareer in the U.S. Air Force, was the principal finance advisor tothe Iraq Ministry of Transportation under the Coalition ProvisionalAuthority, and served with leading firms providingmanagement-consulting services to over twenty federal agencies.
Content
Introduction.
Part One. Awareness.
Chapter 1. The Hurricane and the Earthquake.
Chapter 2. Importance of Mindset.
Chapter 3. Change Challenge Framework.
Chapter 4. Crafting the Change Response.
Part Two. Assessment.
Chapter 5. Assessing Capabilities for Change.
Chapter 6. Leadership.
Chapter 7. Commitment.
Chapter 8. Accountability.
Chapter 9. Forward Thinking.
Chapter 10. Innovation.
Chapter 11. Communication.
Chapter 12. Risk Tolerance.
Chapter 13. Organizational Learning.
Chapter 14. Trust.
Chapter 15. Diversity.
Chapter 16. Empowerment.
Chapter 17. Adaptation.
Chapter 18. Dynamic Stability.
Chapter 19. Change Journey And The Orchestration Process.
Part Three. Assimilation.
Chapter 20. Executing the Change Plan.
Chapter 21. Candor Bank.
Chapter 22. 2005 Hurricane Katrina Catastrophe in NewOrleans.
Conclusion.
About CAM-I.
Index.
