Real Time Strategic Change (BK Business) By Robert H. Jacobs
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Real time strategic change is a way of redesigning how organizations change-a mindset and accompanying methodology-that ensures that
• Change occurs at a fast pace and in real time throughout an organization.
• Change occurs simultaneously within the whole organization.
• Buy-in, commitment to, and ownership of a change effort is a natural by-product of involving people in the process of change.
• People feel responsible for the ultimate success of the organization's change effort.
• Broad, whole-picture views of the organization's reality form the basis of information used to support people in making changes.
• Change is viewed as an integral component of people's "real business."
• Substantial changes are made across an entire organization.
The most successful organizations of the future will be those that are capable of rapidly and effectively bringing about fundamental, lasting, system-wide changes.
In response to this challenge, Real Time Strategic Change advocates a fundamental redesign of the way organizations change. The result is an approach that involves an entire organization in fast and far-reaching change. Interactive large group meetings form the foundation for this approach, enabling hundreds and even thousands of people to collaborate in crafting their collective future. Change happens faster because the total organization is the "in group" that decides which changes are needed; and the actions people throughout the organization take on a daily basis are aligned behind an overall strategic direction that they helped create.
Complete with conceptual frameworks, tools and techniques, agendas, and roles key actors need to play, this is the first book published on this powerful approach to organizational change.
The process Robert Jacobs details has proven effective in diverse settings, ranging from business and industry to health care, education, government, non-profit agencies, and communities.
Real Time Strategic Change demonstrates the flexibility and power of this approach in stories from such diverse organizations as Marriott Hotels, Ford Motor Company, Kaiser Permanente, First Nationwide Bank, United Airlines, and a group of 18 school districts.
- Amazon Sales Rank: #691695 in eBooks
- Published on: 1997-08-11
- Released on: 1997-08-11
- Format: Kindle eBook
- Number of items: 1
From Publishers Weekly
Business consultant Jacobs promotes here a strategy that involves both managers and employees in planning and incorporating change throughout companies on a regular basis. He stresses that "real time strategic change," which "involves an entire organization in fundamental, far-reaching and fast-paced change," unleashes "extraordinary energy and optimism" among employees by focusing their attention on mastering change and achieving business goals, a process Jacobs contends rarely happens in American companies. He argues that democratic procedures allow employees to develop loyalty to organizations "they want to call their own." Jacobs's organizational theories make good sense. Illustrated. Executive Program Book Club selection.
Copyright 1994 Reed Business Information, Inc.
From Library Journal
In business, dynamic change is the name of the game. Jacobs, a "change" consultant, has written a primer for positively effecting organizational change, a process that, without the real-time process, more often than not results in failure. Jacobs posits that success is achieved by involving everyone at once in the process. The immersion process he champions, while used successfully in noncommercial applications, is an innovative practice in the business world. A number of organizations (Ford, Corning, Boeing, etc.) that have employed the techniques are used as examples. While generally well written, this book has a few flaws. Chapters 4, 5, and 6, which align process, people, and principles, could benefit from the graphic presentations found in the other chapters. Jacobs's distinction between "real time" and "strategic change" is beyond all but scholastic philosophers. For academic collections.
Steven Silkunas, Southeastern Pennsylvania Transit Authority, Philadelphia
Copyright 1994 Reed Business Information, Inc.
Jacobs has drawn from his extensive consulting experiences to produce this practical book about how to move quickly through an entire organizational change. It advocates a fundamental redesign of organizational change, well beyond the standard "participative management," which was popularized a couple of decades ago. Combining conceptual frameworks, agendas, techniques, tools, and roles that key individuals need to play, this text provides a clear, direct, step-by-step road map through the entire major change process. The 14 chapters, grouped into four parts, use illustrative examples to explain how to achieve broad involvement with interactive large groups in a timely manner. This hands-on guidebook is recommended to a wide audience, including not only organizational leaders, members, and consultants but also experts and facilitators concerned with organizational strategy, culture, redesign, total quality management, reengineering, or continuous improvement. Joseph Leonard
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