Table of Contents
1 Cover
4 Preface
5 Part I: INTRODUCTION Chapter 1: Threats and Opportunities in a Rapidly Changing World “The Storm Is Just Beginning” The Challenge: A More Volatile, Uncertain, and Rapidly Changing World The Change Problem and Solution The Stakes Chapter 2: The Emerging Science of Change Human Hardwiring: The Survive/Thrive System The “Modern” Organization Leading Change: Success and Failure The Three Streams
6 Part II: THERE IS A BETTER WAY TO ACCELERATE: Chapter 3: “Strategic Planning” That Delivers Results An All-Too-Common Strategy Story The Reigning Method of Change Used in Strategy Formulation and Execution Why This Method? Flaws in the Methodology Strategy as a Mobilizing Agent to Get Results A Better Method in a Rapidly Shifting World If We Don't Change Our Approach to Strategy Chapter 4: Digital Transformation That Is Truly Transformational The Digital Revolution Understanding the Digital Transformation Challenge in Organizations The Problem with Data An SAP Implementation That Worked Making Digital Transformation Work Chapter 5: Restructuring Without Killing Innovation and Your Future Accomplishing Hard-to-Imagine Results The Restructuring Challenge The Growing Problem with the Traditional Method Kraft Heinz: A Cautionary Tale A Method Compatible with Human Nature, the Modern Organization, and a Rapidly Changing Context Current Reality versus What You Can Do Chapter 6: Cultural Change That Helps You Adapt What Is “Culture”? Corporate Culture and Performance Changing Culture What Leads to Failed Culture Change? Changing an Entrenched Culture to Get Far Better Results Business Culture Writ Large Chapter 7: Mergers and Acquisitions That Create Real Value The M&A Track Record Today M&A Integration: The Usual Mistakes The Integration Problem and Solution Unlocking Value: The Demerger Issue Chapter 8: Agile Methodologies That Build Sustained and Scalable Agility Why Agile Does Not Create Sustained or Scaled Agility A Dual Systems Approach It Is Not Just about Software Development Building a Dual System: An Example Chapter 9: Broad Social Initiatives That Can Help Billions Lessons from Organizational Research Broad-Scale Social Change: Wonderful—and Disappointing A “Social Movement” A Social Movement Around Leadership
7 Part III: IN THE END, IT IS MOSTLY ABOUT THIS Chapter 10: More Leadership from More People Management Is Not Leadership The Waiting-for-Lincoln Trap Dramatic Expansion of Leadership in Action Creating the Right Environment and Culture Tactics for Calming Overheated Survive and Activating Dormant Thrive Chapter 11: The New Normal Lessons from the Crisis Using the Understanding of Human Nature to Handle Growing Uncertainty and Complexity