Index
454 Life Sciences
acquisitions
effect on share price
adapting to change
Africa, trade with China
Aigrain, Jacques
airline industry, 2nd
alignment, 2nd
Apple, 2nd, 3rd
Arcelor Mittal
Asda
attachment theory, 2nd
Ayling, Bob
Ballmer, Steve
banking industry, 2nd, 3rd
m-banking, 2nd
Barfod, Anne Mette
BBC
bounded rationality, 2nd
Bowlby, John
British Airways, 2nd
Brown, Shona
BT
Burns, Ursula
Campbell, Tony
car industry, 2nd, 3rd, 4th
centralised organisation
centrally controlled organisation
change
incremental or process
meaning of
reason for
temporary
types of
change agenda
change agent, qualities required
changeability
diagnostic test
as predictor of successful organisational change
changeability profiles
adaptors
analysers
avoiders of change
china, trade with Africa
Christensen, Clayton
Chrysler, 2nd
closed systems
Coase, Ronald
cognitive competence
collaboration, tools to increase
comfort zone, 2nd, 3rd, 4th
complacency
core capabilities – exploiting
description
generic change strategies
implementing change in
advantages
characteristics of approach
pitfalls
recognising
strategies to break out from
competency trap
competition, as reason for failure
competitive analysis
complacency, 2nd
prevention
steady state zone
computer industry
Conger, Jay
Cook, Tim
Copenhagen Re
core capabilities – exploiting, comfort zone
core competencies, competency trap
corporate decision making, basis of decision outcomes
crash and burn scenario
creativity
credit crunch
Cuba, Bay of Pigs
cultural barriers, tackling dysfunctional
culture
change, failure rate
created by founder leaders
dominant logic
factors influencing
counteracting dysfunctional routines, 2nd
harnessing ingenuity through collaboration and innovation
high-performance
customer experience, reviewing
customer feedback
customer focus
customer insights
Daimler-Benz
Daniels, Eric
data, interpretation
Dell
Dell, Michael
demographics, as driver for organisational change
denial – state of
derailment
causes of
example
failure to manage context
general hubris
lack of interpersonal skills
poor team management
risk zone, 2nd
deregulation
developing strategies for change – zones of change
summary of strategic choices
see also comfort zone; risk zone; steady state zone; Zen zone
Dial, Terri
diminishing marginal returns
distributed leadership
dominant logic
downsizing
Dunphy, Dexter
Dyke, Greg
dysfunctional routines, counteracting, 2nd
easyJet
effective change leader
characteristics
qualities required
Eisenhardt, Kathleen, 2nd
electronic trading, change to
Emmons, Robert
emotional attachment
emotional intelligence
emotional security and transitions
emotions
as reason for failure
environment, as driver for organisational change
Environment Agency
environmental impact
environmental volatility, as reason for failure
equilibrium, punctuated
estate agents
execution
executive coach
executive derailment see derailment
executives
role
successful compared with effective
external environment
understanding and interpretation
importance of
leadership competency matrix
external environment, influence of
drivers
demographics
environment
globalisation
regulation
technology
Fadell, Tony
failure
rate, culture change
tolerance of
failure, reasons for
external factors, 2nd
competition – underestimating
environmental volatility
failure to keep up with changes in disruptive technology
political and legislative demands
reliance on other organisations for resources/assets
internal factors, 2nd
blind spots
politics, self-interest and emotions
poor implementation and project management
poor organisational routines
structural inertia
Farey, Mike
fast food industry
Financial Products Company Europe
Financial Services Business Group (FSBG )
fluid execution
establishing cohesive structures
managers’ role
tools
Ford
Foxtons
Franks, Lynne
Galvin, Bob
Gates, Bill
GDP forecasts, comparison of various countries
genchi genbutsu
General Electric
General Motors
Ghosn, Carlos
global warming
globalisation, as driver for organisational change
Go Fly
Goffee, Rob
Goldman, Daniel
Goldman Sachs
Google
Goss, Pete
Groundhog Day
Hennequin, Denis
Hill, Harry
Hong Kong, Octopus cards
Humer, Franz, 2nd
Hunt, Jon
IBM, 2nd, 3rd, 4th
IDEO
Immelt, Jeff
incremental change
inertia
overcoming
ingenuity, harnessing through collaboration and innovation
innovation, harnessing, approaches to
innovative organisations
characteristics
action-oriented
high tolerance of failure
sufficient resources
International Petroleum Exchange
interpersonal skills, lack of and derailment
introspection
intuition
Ive, Jonathan, 2nd
Japan, Suica cards
Jobs, Steve, 2nd, 3rd
Jones, Gareth
Jones, Rupert
Kahneman, Daniel, 2nd
kaizen, 2nd
Kennedy, President John F.
keypoints – summary of
Kotter, John
Kroc, Ray
Kübler-Ross, Elisabeth
Lafley, A.G.
leadership
distribute
effective change leader
characteristics
qualities required
founder leaders and strong cultures
importance of
managing personal change
role
Zen zone
legislation, as reason for failure
Leighton, Allan, 2nd
Lloyds TSB Retail Banking
local focus, 2nd
local market research
London, Oyster cards
Luthans, Fred
m-banking, 2nd
M-PESA
McCullough, Michael
McDonald’s
Mack, John
McKinsey & Co
management
role
see also executives; leadership
Marks & Spencer
Mayer, Marissa
mentor
Merck
mergers
effect on share price
Microsoft, 2nd, 3rd
Mittal, Lakshmi
Mittal steel company
mobile phones
usage – comparison of various countries
Morgan Stanley
Mortensen, Soren Boe
motivation
Motorola
Mulcahy, Anne, 2nd
Near Field Communications (NFC )
NimbleGen
Nissan
Norman, Archie
Northern Rock
Novartis
nurturing scenario
Octopus cards
OECD
online distribution
openness, culture of
organisational change, changeability as predictor of success
organisational derailment see derailment
organisational needs, balance with sub-unit needs
organisational readiness
organisational routines, as reason for failure
organisational slack
outsourcing
Oyster cards
Pan Am
Pay by Touch
personal change, managing
personal mastery
personal predisposition
personal readiness
personalised medicine
Peters, Tom
Pfizer
Pharma Co.
pharmaceutical industry, 2nd
generics
personalised medicine
R&D expenditure
strategies to break out from comfort zone
Zen zone
pilot projects
Pitman, Sir Brian
Polaroid, 2nd, 3rd
politics, as reason for failure, 2nd
Porter, Michael, 2nd
positive attitudes
Post Office
Prahalad, C.K.
privatisation
process change
Procter & Gamble
prototypes, use of
public authority case study
punctuated equilibrium
railway industry
rational bureaucracy
readiness for change, 2nd
Regional Development Fund, 2nd
regulation, as driver for organisational change
reinsurance industry, 2nd
research – details of
resistance to change
reasons for
attachment theory
emotions
rational response
resources
restructuring, 2nd
risk
risk aversion
risk zone, 2nd, 3rd
case study
change implementation, overcoming inertia
derailment, 2nd
description of conditions
reinsurance industry
strategies for change
ritual
Roche
Roddick, Dame Anita
Rose, Sir Stuart
Ruef, Martin
saboteurs
Safaricom
Sarbanes-Oxley Act (USA )
scanning environment, 2nd
leadership competency matrix
steady state zone
tools
scenario-planning
Schein, Edgar
Schwan, Severin, 2nd
SCi Strategic Capability Questionnaire, 2nd
secure base, need for
self-interest, as reason for failure
share price, effect of mergers and acquisitions
silos, 2nd
breaking down
Simmonds, Peter
Simon, Herbert
Singh, Arun
Skinner, Jim
slack
social awareness
social capital, building
social networking
social and organisational support
Sony
Sorrell, Sir Martin
Southwest Airlines
Stace, Doug
Stacey, Ralph
stakeholder analysis
stakeholder engagement
steady state zone, 2nd, 3rd
advantages
and complacency
dangers
description
main areas for attention
breaking down dominant logic
scanning the environment
opportunities
pros and cons – summary
recognising
strategies for change
steady-state zone
steel industry
Strategic Capability inventory (SCi )
strategic organisational change, reasons for failure
stress
structural coherence, 2nd
structural contingency theory
structural inertia, as reason for failure
sub-groups – loosely coupled
sub-units of organisations, needs – balance with organisational needs
success
critical internal capabilities
culture of openness
high levels of structural coherence
interpretation of trends and data from external environment
scanning strategic environment
tackling dysfunctional cultural barriers
increasing chances of
rate
Suica cards
survival scenario
Swiss Re
Financial Services Business Group (FSBG )
team management, and derailment
teamwork
technology, as driver for organisational change
temporary change
Tesco, 2nd
thrival scenario
Tilton, Glenn
Toyota, 2nd
transactional leadership, 2nd
transformational change, 2nd
Transport Co.
trends, 2nd
turnaround change agents
turnaround styles
Tversky, Amos, 2nd
United Airlines
US Steel
Ventana Medical Systems
vision, 2nd
visionary leaders, 2nd
Ward, Richard, 2nd
Waterman, Bob
Weber, Max
Welch, Jack
Wells Fargo, 2nd
Whatford, Ron
Wizzit
workshops
Xerox
Yahoo!
Zbaracki, Mark
Zen zone, 2nd, 3rd, 4th
case study
dangers
description
emergent strategies
example
role of leadership
strategy
vision
Zimmerman, Larry
