Large Scale Organizational Change provides the principles by which large scale organizations reinvent themselves not once, but on an ongoing basis. Continual reinvention allows leading companies to learn, adapt, and innovate faster than competitors in complex and fast changing environments. These action principles are based on first-hand experience at the world's leading Fortune 500 companies using emergent models of living systems. The context for large scale organizations is one of information overload, complexity and constant change. This book reduces the sense of vulnerability felt by managers. It provides a guide to piloting change in ways that lead to constant renewal and a capacity to survive frequent and often brutal changes in the operating environment. It describes a leadership concerned with the capacity to learn, inflection points, emergent strategies, knowledge management, the ability to anticipate, and tapping into the distributed intelligence resident in the organization. Large Scale Organizational Change provides managers with a framework for making their organizations highly adaptive in the complex market systems in which they operate, thereby reducing or eliminating the need for periodic episodes of traumatic restructuring and sometimes fatal reengineering processes.

Key Features

Ten action principles that provide business managers with a guide to large scale organizational change Based on the authors' extensive experience as executives of Fortune 500 companies and as successful consultants to global leaders in the fields of strategy and organizational change Deeply grounded in the new sciences of complexity, chaos and evolution


CEOs, Senior management, Executives of Fortune 500 companies, Strategic Planning Managers, Line managers, HR managers

Table of Contents

A New Wisdom; Oracle and Lafarge; Perpetual Transformation in Action; Chaos Dynamics: Lessons from the New Sciences; The Ten Principles; Creative Adaptive Strategies; Maintain Long-Term Identity While Repositioning; Compete for Industry Sustainability; Use Strategic Inflection Points; Link Transformation to Shareholder Value Creation; Develop Ambitions Greater That Means; Design Decision-Making Systems for Self-Organization; Fluidify the Organizational Structure; Use Organizational Instability To Catalyze Learning; Re-envision Leading; From Command-and-Control to R(E)volutionary Influence; Managing Information: A Key to Successful Implementation; Environmental Sustainability: An Extension of the Ten Principles; Conclusion; Appendices: The New Corporate Reality; Chaos Models in Business: Notes for the Technically Minded


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© 1999
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