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Download Navigating Change: How Ceos, Top Teams, and Boards Steer Transformation (Management of Innovation and Change) fb2

by David A. Nadler,Michael L. Tushman,Donald C. Hambrick
Download Navigating Change: How Ceos, Top Teams, and Boards Steer Transformation (Management of Innovation and Change) fb2
Management & Leadership
  • Author:
    David A. Nadler,Michael L. Tushman,Donald C. Hambrick
  • ISBN:
    0875847846
  • ISBN13:
    978-0875847849
  • Genre:
  • Publisher:
    Harvard Business Press (January 30, 1998)
  • Pages:
    414 pages
  • Subcategory:
    Management & Leadership
  • Language:
  • FB2 format
    1904 kb
  • ePUB format
    1769 kb
  • DJVU format
    1539 kb
  • Rating:
    4.1
  • Votes:
    135
  • Formats:
    doc lrf lit lrf


Navigating Change book. The Management of Innovation and Change Series.

Navigating Change book.

Citation: Hambrick, . D. Nadler, and Michael Tushman

Citation: Hambrick, . Nadler, and Michael Tushman. Navigating Change: How CEO's, Top Teams and Boards Steer Transformation. Boston: Harvard Business School Press, 1998. Why do incumbent firms frequently reject nonincremental innovations? Beyond technical, structural, or economic factors, we propose an additional factor: the degree of the top management team's (TMT) frame flexibility, . their capability to cognitively expand an innovation's categorical boundaries and to cast the innovation as emotionally resonant with the organization's identity, competencies, and competitive boundaries.

This paper theorizes how change agents in large firms enact open innovation with small firms. The open innovation change agent is highlighted as a key internal actor for the transformational work needed to put open innovation into practice. Navigating Change : How CEOs, Top Teams, and Boards Steer Transformation, Ed. de . Estudio sobre los cambios en los roles de los altos directivos de las compañías frente a los cambios globales. Contiene: 1. Los CEOs; 2. Altos equipos de gestión; 3. Juntas de directores; 4. Altos directivos y cambios discontinuos; 5. Integración.

Navigating Change brings together the latest insights and ideas on senior leadership from the world's foremost .

Navigating Change brings together the latest insights and ideas on senior leadership from the world's foremost business thinkers and practitioners. ISBN13:9780875847849. Release Date:January 1998.

Hambrick, Donald C. & Nadler, David. amp; Tushman, Michael L. (1998). Hambrick, Donald C. Navigating change : how CEOs, top teams, and boards steer transformation. Boston, Mass : Harvard Business School Press.

Navigating change: how CEOs, top teams, and boards steer transformation. Download (epub, 1017 Kb). FB2 PDF MOBI TXT RTF.

Change: How CEOs, Top Teams, and Boards Steer Transformation at the Top: Unleashing the Potential of Both Teams and Individual Leaders Khanna, T. and Palepu, K. (2000) ‘The future of business groups in emerging markets: long-run evidence from Chile’, Academy o. .

1998) Navigating Change: How CEOs, Top Teams, and Boards Steer Transformation. Boston: Harvard Business School Press. Katzenbach, J. R. (1997) Teams at the Top: Unleashing the Potential of Both Teams and Individual Leaders. Boston: Harvard Business School Press, 1997. Khanna, T. (2000) ‘The future of business groups in emerging markets: long-run evidence from Chile’, Academy of Management Journal, 00: 00–00.

Find many great new & used options and get the best deals for Navigating Change: How CEOs, Top Teams and . A collection of insights and ideas on senior leadership from the world's foremost thinkers on change management.

A collection of insights and ideas on senior leadership from the world's foremost thinkers on change management.

Navigating change: How CEOs, top teams and boards steer transformation. Organizational frame bending: Principles for managing reorientation. Cambridge, MA: Harvard Business Press. Katz, . & Kahn, R. L. (1966). The Academy of Management Executive, 3(3), 194–204. CrossRefGoogle Scholar. Nadler, D. & Tushman, M. (1990). Beyond the charismatic leader: Leadership and organizational change. (1997).

Michael Tushman is the Paul R. Lawrence, Class of 1942 Professor of. Lawrence, Class of 1942 Professor of Business Administration at Harvard Business School where he teaches courses on leading innovation and organization effectiveness and on leading strategic innovation and change

Navigating Change is a colloquium volume which brings together the latest insights and ideas on senior leadership from the world's foremost business thinkers and practitioners. Including contributions from such prominent CEOs as Paul Allaire of Xerox, Jamie Houghton of Corning, and Bob Bauman, formerly of SmithKline Beecham, as well as academic experts such as Manfred Kets de Vries, Chris Bartlett and Sumantra Ghoshal, and Kathleen Eisenhardt, the volume captures timely and pragmatic ideas on institutional leadership and governance in the face of profound and continuous change.

Successful corporate transformation requires vigilance, appetite for change, concerted effort, and clarity of purpose from three distinct but interconnected parties: the CEO, the top management team, and the board of directors. This lively and collaborative collection--shaped by a conference at Columbia Business School's executive campus at which the contributors debated their ideas--examines all three and their roles in designing and navigating effective corporate change. It will serve as both a guide for future research on top executives and a catalyst for action among senior leaders.


Felolv
This was a great read. The author does a great job illustrating both the challenges that one faces when initiating a change effort and what steps are necessary to ensure a successful change.
Frosha
"Successful corporate transformation depends on effective decision making and leadership from three distinct but inter coonected entities: the CEO, the top management team, and the board of directors. The CEO is the executive who has overall responsibility for the conduct and performance of the firm; clearly his or her mindset, imagination, and behavior will have a defining effect on corporate adaptation. Ultimately, however, senior leadership is a shared endeavor, extending beyond the CEO to other top executives. Thus, the senior management group, widely referred to as the top management team, also has a central role in formulating and executing corporate transformation. The top management team is not simply an aggregation of individual executives. Rather, the dynamics and complementarities that exist within the team greatly influence corporate outcomes. Finally, the board of directors has legal responsibility for the governance of the firm...All three of these leadership entities are critically important to effective corporate adaptation under conditions of turbulence. This book examines all three, including their interconnections to one another and, particularly, their roles in designing and navigating effective corpotate change" (from the Preface).
In this context, in Chapter 6, Paul A. Allaire, chairman and CEO of Xerox Corporation, discusses in depth the role of the senior management team in bringing about a major transformation at his company. He argues that "Effective teamwork harnesses creativity and unleashes brain power; it leads to better solutions, better decisions, and improved business results through more effective implementation." In this invaluable article, after describing the centrality of teamwork at Xerox, and teamwork at the CEO level-the top management team, he concludes with some lessons from experience on what works and what doesn't work as following:
* Self-managed senior teams don't work.
* Remotely located teams work less well than teams in physical proximity.
* Laissez-faire or consensus leadership doesn't work.
* Ill-defned team objectives, processes, and rewards hamper performance.
* Teamwork starts with the CEO.
* Total Quality Management tools and processes can enhance teamwork.
* Roles, responsibilities, and expectations must be clarified.
* An effective governance process must be in place.
* Outside counsel and assistance helps.
* Teams need to be explicitly launched and then maintained over time.
Finally, Allaire writes that "Those are my insights on teams at the senioe executive level. I should also point out that there is no free lunch. No matter how deep your commitment, teamwork does have some negative aspects. Teams are time-consuming. You utilize more of the time and energy of top management than if you dictate a solution or a direction. You also run the risk that a tendency toward groupthink may develop...Continuous improvement means a continuous team approach to solving problems and staying on the right course. Team members need to know how valuable their contribution is. That's why at Xerox we not only teach teamwork, we celebrate it."
Strongly recommended.
Xarcondre
The authors show three types of leadership create and execute corporate change: the CEO, the top executive team, and the board of directors. This collection of twenty essays (chapters) discusses the circumstances and qualities needed for achieving change including: the qualities for being an effective CEO; the keys areas of tension related to turbulent periods; achieving teamwork at the top; the role of healthy conflict; need for the board to get involved in strategy; and key factors enhancing board creativity.
This book provides some important insights into both the process of change and organizational leadership. One comes away from this book with a clear appreciation for the pivotal role of top leadership in any successful effort to transform an organization. Recommended. Reviewed by Gerry Stern, founder, Stern & Associates, author of Stern's Sourcefinder The Master Directory to HR and Business Management Information & Resources, Stern's CyberSpace SourceFinder, and the Compensation and Benefits SourceFinder.