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by Jerry Porras, Christopher G. Worley, Edward E. Lawler III
Built to Change
Cover
Title
Copyright
Foreword
Preface
Chapter 1: Why Build Organizations to Change
Why Organizations Need to Change
Types of Change
Organizations Are Built to Be Stable
The Built to Change Logic
Conclusion
Chapter 2: A Dynamic View of Organizational Effectiveness
Organizations Are Like Careers
The Built-to-Change Model
Environmental Scenarios Drive Strategizing and Effectiveness
Identity Is Central to Good Strategizing
Strategizing Is a Pivotal Conversation
Creating Value Through Competencies and Capabilities
Designing Integrates the Organization
Configuration and Alignment Drive Performance
Conclusion
Chapter 3: Strategizing
Strategy in B2Change Organizations
Identity
Strategic Intent
The Strategizing Process
Conclusion
Chapter 4: Structuring for Effectiveness and Change
External Focus
Structuring for Change
Creating New Businesses
Conclusion
Chapter 5: Developing the Right Information, Measurement, and Decision-Making Processes
Information
Measurement
Decision Making
Conclusion
Chapter 6: Acquiring the Right Talent
Adopting an Employment Strategy
Motivation and Recruiting
Attract the Right Talent
Identifying the Right Talent
Acquiring Companies and Human Capital
Rerecruiting the Best
Conclusion
Chapter 7: Managing Human Capital
Keeping the Right People
Measuring Human Capital
Targeting Critical Work and Individuals
Creating Career Opportunities
Managing Layoffs and Downsizing
Developing a Training Strategy
Conclusion
Chapter 8: Meeting the Leadership Challenge
Effective Leadership Redefined
Leadership Talent
A Company of Leaders
Conclusion
Chapter 9: Designing Reward Systems
Motivation and Rewards
Rewards and Performance
Organization Structure and Rewards
Organizational Identity and Rewards
Strategic Intent and Rewards
Conclusion
Chapter 10: Rewarding Performance and Change
Seniority-Based Rewards
Merit-Pay Plans
Bonuses
Profit Sharing
Stock Ownership
Person-Based Pay
Egalitarian Perquisites
Rewards for Risk Taking and Innovation
Dealing with Failure
Conclusion
Chapter 11: Creating a Built-to-Change Organization
The Transition Process
Create a Change-Friendly Identity
Pursue Proximity
Build an Orchestration Capability
Adopt Strategic Adjustment as a Normal Condition
Seek Virtuous Spirals
Conclusion
Notes
Acknowledgments
About the Authors
Index
End User License Agreement
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Built to Change
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Copyright
Built to Change
How to Achieve Sustained Organizational Effectiveness
Edward E. Lawler III
Christopher G. Worley
Jerry Porras
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