Index

A

  • The Abilene Paradox, and Other Meditations on Management (Harvey), 70
  • Able organizations, 73-74
  • Accountability:
    • in ailing, able, and elite organizations, 74
    • in Brazil, 45
    • of change leaders, 224
    • with clear governance structure, 154
    • as organizational health outcome, 40
    • practices underpinning, 41
    • in reframing mindsets, 114
    • research underpinning, 49
    • of senior leaders, 212–213
    • senior leader's role in, 201
  • Achmea, 155–156
  • Act stage, 27–30, 151–179
    • energy generation in, 162–176
    • motivating through social contracts, 176–178
    • ownership model in, 152–161
  • Adaptive skills, 137
  • Adult learning cycle, 136
  • Advance stage, 27–30, 181–194
    • ensuring fair process in, 191–193
    • leadership placement in, 186–191
    • learning infrastructure in, 183–186
  • Agile, 158
  • Ailing organizations, 73-74
  • Akehurst, John, 205
  • Ali, Muhammad, 84
  • Alignment, 15-16
    • and organizational health elements, 15-16, 39–40, 73
    • for success of change programs, 35
    • top team, 209–210
  • Al-Khalifa, Sheikh Mohammed bin Essa, 16
  • Allaire, Paul, 133
  • Allen, Natalie, 144
  • American Association of Retired Persons (AARP), 177
  • Amgen, 206
  • Apple, 1, 80, 126, 221
  • Architect stage, 27–30, 117–149
    • appealing to multiple sources of meaning, 146–148
    • bankable plan in, 119–126
    • influence levers in, 126–146
  • Arden, Jacinda, 8
  • Argus, Don, 16
  • Ariely, Dan, 31, 71
  • Aristotle, 156
  • The Art of Possibility (Zander), 100
  • Aspire stage, 26-27, 29-30, 61–90
    • health goals in, 72–86
    • involving broad coalition in, 86–89
    • strategic objectives in, 63–72
  • Assess stage, 26–30, 91–116
    • balancing your inquiry in,
    • 112–115
    • mindset shifts, 99–112
    • skillset requirements, 93–99
  • Atari, 22–23
  • Australia and New Zealand Banking Group (ANZ Bank), 135, 166, 177, 181–182

B

  • Baillères, Alejandro, 61, 89
  • Baillères, Don Alberto, 61
  • Balancing your inquiry, 112–115
  • Banca Intesa, 203
  • Bandura, Albert, 138
  • Bankable plan, 27, 119–126
    • defining portfolio of initiatives in, 119-123
    • programmatically sequence activity in, 123-125
    • reallocating resources in, 125-126
  • Bannister, Roger, 112
  • Barker, Joel, 9, 146
  • Barra, Mary, 24
  • Barrett, Richard, 218
  • Baxter International, 204
  • Bear Stearns, 205
  • Beck, Don, 147
  • Bejjani, Alain, 151
  • Bennett, Steve, 203
  • Bethune, Gordon M., 133
  • Bhatt, Prakash, 203
  • BHP, 95
  • Biases, 70–72, 95–96, 113, 167–168, 221, 223
  • “Big bang” scale-ups, 156–158
  • Bossidy, Larry, 16, 212, 213
  • BP, 23
  • Bradley, Chris, 7, 71
  • Brazil, OHI outcomes in, 44, 45
  • Brion, Sebastien, 193, 205
  • Built to Last (Collins and Porras), 4, 7

C

  • Capabilities:
    • in ailing, able, and elite organizations, 73
    • as component of long-term vision, 64-65
    • as organizational health outcome, 40
    • practices underpinning, 42
    • research underpinning, 50
  • Castell, Sir William, 6
  • Catmull, Ed, 23
  • Cayne, Jimmy, 205
  • Centered leadership, 217–229
    • connecting in, 217, 222–223
    • energizing in, 218, 227–229
    • engaging in, 217, 224–227
    • framing in, 217, 220–222
    • meaning in, 217–220
  • Chambers, John, 88, 133, 202
  • Champy, James, 33
  • Change leaders. See also Change-making
    • centered, see Centered leadership
    • and doing vs. being modes, 215–218, 229
    • making it personal for, 166–171
    • most important takeaways for, 238–240
    • and predictable irrationality, 31
    • on recipes for success, 34–35
  • Change Leaders Forums (CLFs), 37-38, 232
  • Change-making, 231–240
    • by catching up in neglected areas, 236–237
    • by measuring health improvements over time, 237–238
    • by putting Five Frames into practice, 234–236
    • when senior leader is not on board, 232–234
  • Change management, 1–2, 30–32. See also Five Frames of Performance and Health
  • Change management office (CMO), 153–155, 159, 161, 183
  • The Change of Personal Constructs from the Viewpoint of a Theory of Implications (Hinkle), 103
  • Change story:
    • broadening sources of meaning in, 147–148
    • in building understanding and conviction, 130
    • classic narratives of, 146–147
    • communication of, 171–176
    • content of, 131–133
    • employee-created, 130–131
    • interactively cascading, 143–146
    • transmedia strategy for, 175
  • Cialdini, Robert, 139
  • Circling, 105
  • Cisco Systems, 88, 133
  • Clinton, Bill, 221
  • Coca-Cola Company, 13–15, 87
  • Cognitive dissonance theory, 130
  • Cohen, James, 205
  • Collins, Jim, 4, 7, 126, 222
  • Communication, 171–176, 203–204, 210–211
  • Compensation, 176–177, 207
  • Competencies, 137
  • Complementarity, 75–77. See also Recipes for organizational health
  • Confidence and skill-building lever, 128, 129, 135–138
  • Confirmation bias, 70
  • Connecting, in centered leadership, 217, 222–223
  • Consequence management, 41
  • Continental Airlines, 133
  • Continuous improvement, 81, 183–185. See also Advance stage
  • Continuous learning, 185–186
  • Conviction, 127, 130–133
  • Cooperrider, David, 113
  • Coordination and control:
    • in ailing, able, and elite organizations, 73
    • in Brazil, 45
    • as organizational health outcome, 40
    • practices underpinning, 42
    • research underpinning, 50
  • Covey, Stephen, 213
  • Cowen, Chris, 147
  • Csíkszentmihályi, Mihály, 228–229

D

  • Dahl, Roald, 221
  • Davis, Ian, 46
  • Deepwater Horizon, 23
  • Dell, Michael, 207
  • “Demand” for skills, 94–95
  • Deming, W. Edwards, 184
  • DiMicco, Daniel R., 204, 207
  • Direction:
    • in ailing, able, and elite organizations, 73
    • as organizational health outcome, 39
    • practices underpinning, 41
    • research underpinning, 48-49
  • Doer, John, 238
  • Drexler, Mickey, 212
  • Dunlap, Albert J., 21–22
  • Dupont, 91–93
  • Dweck, Carol, 103
  • Dynamic adjustment, 159–161

E

  • Eastman Kodak Company, 70
  • Edison, Thomas, 221
  • Einstein, Albert, 57, 100, 232
  • Eisner, Michael, 211
  • Elite organizations, 73, 74
  • Emerson Electric, 173
  • Emotional intelligence (EQ), 222, 223
  • Emotional Intelligence (Goleman), 222
  • Employee satisfaction surveys, 42–44
  • Employee value proposition (EVP), 96–98
  • Energizing, 218, 227–229
  • Energy generation, 27, 162–176
    • maintaining high impact two-way communications for, 171–176
    • “making it personal” for critical mass in, 166–171
    • mobilizing influence leaders for, 163–166
  • Energy literacy, 227–228
  • Engagement surveys, 42–44
  • Engaging/engagement, 203, 217, 224–227
  • Enrico, Roger, 32
  • Enron, 23
  • Evans, Richard, 152
  • Execution:
    • and organizational health elements, 15-16, 39–40, 73
    • for success of change programs, 35
  • Execution edge organizations, 79, 80–81
  • Executive sponsors (ESs), 154, 155
  • Executive steering committee (ESC), 153, 154, 236
  • Expectancy theory, 138
  • External orientation:
    • in ailing, able, and elite organizations, 73
    • as organizational health outcome, 40
    • practices underpinning, 42
    • research underpinning, 51

F

  • Fairness, sense of, 191–193, 213
  • Familiarity, 84, 120-121
  • Farr, David, 173
  • Festinger, Leon, 130
  • Field and forum, 136–138, 175
  • Fit of management practices, 84
  • FitzGerald, Niall, 138
  • 5As, 26, 30–32, 36
  • Five Frames of Performance and Health, 1–3, 25–30. See also individual stages
    • frequently asked questions about, 232–238
    • health frameworks in, 27
    • performance frameworks in, 26–27
    • stages of, 26
    • success of, 6
    • upskilling leaders and colleagues on, 38
  • Five sources of meaning, 146-148
  • “Five whys” approach, 105
  • Flow experiences, 228–229
  • Ford, 117
  • Framing, 217, 220–222
  • Frank, Søren, 210
  • Frankl, Victor, 166
  • Franklin, Benjamin, 178

G

  • Gallup, 8, 50
  • Geely, 117
  • Gell-Mann, Murray, 30
  • General Electric (GE), 95, 206
  • General Motors (GM), 24
  • Generon Consulting, 168
  • Geometric scale-ups, 156–158
  • German National football team, 210
  • Gerstner, Lou, 22, 64, 69, 203
  • Gladwell, Malcolm, 3, 163
  • Goleman, Daniel, 222
  • Good to Great (Collins), 222
  • Goodwin, Jim, 224
  • Google, 95, 185–186, 204
  • Gossas, Peter, 212
  • Governance, 153–155
  • Groupthink, 70
  • Grove, Andy, 202
  • Grupo Bal, 61, 63
  • Grupo Nacional Provincial (GNP), 61–63, 84, 86, 89

H

  • Haidt, Johnathan, 223
  • Hamel, Gary, 2, 6, 101, 219
  • Hammer, Michael, 33
  • Harvey, Jerry B., 70–71
  • HCL Technologies, 88
  • Health, see Organizational health
  • Health goals, 27, 72–86
    • checking your health, 72–74
    • choosing where to be exceptional, 74–85
    • targeting broken management practices, 84–85
  • Health impact, 159–161
  • Health outcomes:
    • management practices driving, 74–85
    • in OHI survey, 44–47, 52
  • Heifetz, Ronald, 222
  • Hewlett, Bill, 138–139
  • Hewlett-Packard, 138–139
  • Hillygus, Sunshine, 38
  • Hinkle, Dennis, 103
  • Hirt, Martin, 7, 71
  • “Hold up the mirror” workshop, 209–210
  • Holiday, Charles “Chad” O., 91–93
  • Hollande, Françoise, 7
  • Hook, Lisa, 174
  • House of Cards (Cohen), 205
  • Hypotheticals, 105

I

  • IBM, 22, 64, 69, 87, 95, 98, 203
  • Impact, relentlessly pursuing, 201, 211–213
  • Influence leaders, 139, 163–166, 170
  • Influence levers, 27, 126–146
    • reshaping the work environment in, 127-140
    • hardwiring health into performance initiatives in, 140-143
    • interactively cascading the change story in, 143-146
  • Influence model, 126–140
    • applied to senior leaders, 232–233
    • confidence and skill-building lever in, 135–138
    • determining how to reshape work environment, 127–130
    • reinforcement mechanisms lever in, 133–135
    • role modeling lever in, 138–140, 167
    • understanding and conviction lever in, 130–133
  • Influencers, types of, 163
  • Infosys, 204
  • Initiative owners (IO) and teams, 154-155
  • Initiative progress, 159–161
  • Initiatives:
    • defining portfolio of, 119–123
    • for performance, hardwiring health into, 140–143
    • programmatically sequencing, 123–125
    • reallocating resources for, 125–126
    • senior leaders' role in, 212
  • Innovation and learning:
    • in ailing, able, and elite organizations, 73
    • as organizational health outcome, 40
    • practices underpinning, 42
    • research underpinning, 51
  • In Search of Excellence (Peters and Waterman), 4, 7, 22
  • Interactive story cascade, 143–146, 168
  • Intuit, 203
  • Irrationality, 30–32, 146, 176, 192, 239
  • Isdell, Neville, 13–15, 87
  • Itaú Unibanco, 204

J

  • Jackson, C.D., 211
  • Jala, Idris, 88
  • Jobs, Steve, 80, 126, 221
  • Jobs to be done (JTBD), 189, 191
  • Jordan, Michael, 210

K

  • Kahneman, Daniel, 86
  • Kaizen, 142, 185
  • Kalanick, Travis, 24
  • Kammen, Carole, 223
  • Kant, Ravi, 67–69
  • Kelleher, Herb, 207
  • Knowledge, Skills, Attributes, and Experiences (KSAEs), 189–191
  • Knowledge sharing, 141, 184
  • Kotter, John, 1, 33
  • Kraemer, Harry M. Jansen, Jr., 204
  • Kroc, Ray, 95, 138
  • Krol, John A., 91
  • Kullman, Ellen, 92

L

  • Laddering, 104–106
  • Lafley, Alan G., 64, 95, 123, 125–126, 148, 172
  • Landy, John, 112
  • Lavelle, Louis, 25
  • Leaders. See also Leadership roles
    • accountability of, 212–213
    • catalyzing critical mass of, 166–171
    • choice for, 231–232
  • Leadership:
    • in ailing, able, and elite organizations, 73
    • as organizational health outcome, 39. See also Centered leadership
    • practices underpinning, 40
    • research underpinning, 41
  • Leadership factory organizations, 78–80
  • Leadership placement, 27, 186–191
    • matching talent to priority roles in, 189–190
    • operationalizing the process for, 190–191
    • prioritizing roles by value in, 187–189
  • Leadership roles. See also Change leaders
    • matching talent to, 189–190
    • prioritized by value, 187–188
    • for senior leaders, see Senior leaders
  • Leading Change (Kotter), 1, 33
  • Leading Organizations (Keller and Meaney), 93
  • Leahy, Sir Terry, 64
  • Learned Optimism (Seligman), 221
  • Learning, 27, 136, 183–186
  • Learning infrastructure, 27, 183-186
    • embedding knowledge sharing, 184
    • institutionalizing improvement processes, 184-185
    • facilitating continuous learning, 185-186
  • Lehman Brothers, 23
  • Lewin, Kurt, 26
  • Linares, Julio, 159
  • Linear scale-ups, 156-157
  • Linsky, Martin, 222
  • Long-term vision, 64–67, 119
  • Lorenz, Konrad, 138
  • Lottery ticket effect, 86–89, 123, 146, 171, 209
  • Luczo, Steve, 211
  • Lyubomirsky, Sonja, 219

M

  • Mackey, John, 148, 199, 207
  • Macron, Emmanuel, 7
  • Majid Al Futtaim (MAF), 151–152
  • Malaysian Airlines, 88
  • Management practices, 74–85
    • broken, targeting, 84–85
    • to change mindsets and related behaviors, 109–110
    • complementary, 75–77
    • mindsets ingrained by, 101
    • in OHI survey, 52
    • Power Practices, 85
    • public standard for, 46
    • recipes for, 77–85
  • Man's Search for Meaning (Frankl), 166
  • Market shaper organizations, 79-80
  • Master stroke, 32, 66, 86-89, 112-115, 146-148, 176-178, 191-193
  • The Matrix (film), 231
  • Mayo Clinic, 74, 237
  • McCord, Patty, 135
  • McDonald's, 95, 138
  • McFarlane, John, 135, 177, 181–184
  • McGrath, Rita Gunther, 158
  • McKinsey & Company:
    • Aberkyn unit of, 170
    • Change Navigator, 124–125
    • citizen journalism at, 174
    • global reach of, 34, 39
    • Influencer tool, 164
    • New Ventures Competition, 19–21
    • OHI use at, 38
    • Organization Practice, 33
    • Performance and Health Dialogues, 38
    • as talent and knowledge core organization, 82–83
    • Talent Match, 190
  • McKinsey Quarterly, 37
  • McKinsey “WAVE,” 38, 161
  • Meaney, Mary, 93
  • Meaning, 146–148, 217–220
  • Meaningful change, 201–202, 219
  • Measure What Matters (Doer), 238
  • Medium/mid-term aspirations, 67–69, 122
  • Meyer, John, 144
  • Michelin, 98
  • Microsoft, 64, 103, 109, 173, 184
  • Mid-Staffordshire NHS Foundation Trust, 23–24
  • Mindfulness, 226–227
  • Mindsets, 103–107
    • changing, see Influence model
    • not allowed, can't, won't, 105
    • recommended reading about, 110
    • reframing, 108–112
  • Mindset shifts, 27, 99-12
    • identifying helping and hindering behaviors, 101–102
    • reframing root-cause mindsets, 108–112
    • uncovering underlying mindset drivers, 103–107
  • The Modern Firm (Roberts), 75
  • Mohammed, Mahathir, 7
  • Motivation:
    • in ailing, able, and elite organizations, 73
    • complementary management practices for, 76-77
    • from involving others in creating aspirations, 86–87
    • as organizational health outcome, 40
    • practices underpinning, 42
    • research underpinning, 50
    • and sources of meaning, 147-148
    • through social contracts, 176–178
  • Motorola, 185
  • Murray, W.H., 224
  • Murthy, N.R. Narayana, 139, 159, 204–206

N

O

  • O'Boyle, Ernest, 222
  • Obrador, Andrés Manuel López, 8
  • OHI Live survey, 238
  • Opportunity, in vision for change, 64–65
  • Optimism, 220–222
  • Optimism bias, 71, 95–96, 113, 221
  • Organizational health:
    • assessing, 72–74
    • causal relationship between performance and, 18–21
    • correlations between performance and, 17–18
    • defined, 15, 39–42
    • equal emphasis on performance and, 3–4. See also Performance–health balance
    • five frameworks of, 27. See also individual frameworks
    • hardwired into performance initiatives, 140–143
    • measuring improvements over time in, 237–238
    • neglected factors of, 237
    • practices underpinning, 41–42
    • as public standard, 46
    • recipes for, 77–85
    • value created by, 16–21
    • vertical relationship between performance and, 30
  • Organizational Health Index (OHI), 36, 38, 42–45, 237
    • as benchmark, 44–47
    • data gathered from, 54, 57
    • elements of organizational health data from, 48–51
    • fact base from, 233
    • health outcomes in, 52
    • high-level overview of, 73–74
    • leveraging, 114
    • management practices in, 52
    • organization of, 51–52
    • reliability and validity of, 52–56
  • Ornish, Dean, 109–110
  • Ownership model, 27, 152–161
    • choosing scale-up methods in, 155–158
    • establishing strong governance in, 153–155
    • monitoring progress and dynamically adjusting in, 159–161

P

  • Palmisano, Sam, 87
  • Pascale, Richard, 133
  • Passera, Corrado, 133, 175, 203, 208, 210
  • Passion, 64–66, 84
  • PepsiCo, 80, 135, 177, 222
  • Perez, Antonio, 70
  • Performance:
    • balancing measures of, 50
    • building high performance teams, 210–211
    • causal relationship between health and, 18–21
    • correlations between health and, 17–18
    • defined, 15
    • equal emphasis on health and, 3–4. See also Performance–health balance
    • expectations of, 46
    • five frameworks of, 26–27. See also individual frameworks
    • perils of, 21–24
    • vertical relationship between health and, 30
  • Performance contracts, 41
  • Performance–health balance, 13–32, 238–239
    • in Five Frames of Performance and Health, 25–30. See also individual stages
    • mastering irrationality for, 30–32
    • perils of performance in, 21–24
    • value of health in, 16–21
  • Performance impact, 160, 161
  • Performance initiatives, 140–143, 170
  • Performance placemat, 122–123, 140, 201, 212
  • Performance themes, 122–123
  • Personal change, 204–206
  • Personal Insight Workshops (PIWs), 152, 168–171, 175, 182, 229
  • Personalizing the change story, 202
  • Personal ownership, 41, 141
  • Peters, Thomas, 4, 7, 22, 23, 204
  • Pippen, Scottie, 210
  • Pixar, 23
  • Pope, Charles, 211
  • Porras, Jerry, 4, 7
  • Portfolio of initiatives, 119–123
  • Postmortem, 185-186
  • Power Practices, 85
  • Prahalad, C.K., 101
  • Predictable irrationality, 31, 146, 176, 192, 239
  • Predictably Irrational (Ariely), 31
  • PricewaterhouseCoopers, 135
  • Procter & Gamble, 64, 95, 125–126, 184
  • Programmatically sequencing activity, 123–125
  • Progress monitoring, 159–161
  • Provocations, 105
  • Psychological ownership, 49
  • Pulse surveys, 237–238
  • Purpose, 219–220

Q

  • Qualitative data analysis (QDA), 106–107

R

  • Receiver perspective, 124, 175
    • in sequencing initiatives, 124
    • in communication strategy, 175
  • Recipes for organizational health, 77–85
    • execution edge, 80–81
    • leadership factory, 78–80
    • market shaper, 80
    • recommended reading on, 83
    • talent and knowledge core, 81–82
  • Reciprocity, 223
  • Recovery practices, 228
  • Redeploying employees, 98
  • Reengineering the Corporation (Hammer and Champy), 33
  • Reframing mindsets, 108–112. See also Naming and reframing
  • Reinforcement mechanisms lever, 128-129, 133–135, 176
  • Relational skills, 137
  • Releasing employees, 98
  • Relentlessly pursuing impact, 211–213
  • Renewal:
    • and organizational health elements, 15-16, 39–40, 73
    • for success of change programs, 35
  • Research, 4, 33–57
    • data collection in, 35–39
    • data sources for, 34–35, 37
    • definition of organizational health in, 39–42
    • for healthy change programs, 47–48
    • impact on organizational health, 44–47
    • measure of health in, 42–44
    • methodology for, 48–57
  • Resilience, 221
  • Resources, 125–126, 183
  • Reverse mentoring, 223
  • Risk, in optimal portfolio, 120-121
  • Ritz-Carlton, 1
  • Roberts, David, 202
  • Roberts, John, 75
  • Roberts, Kevin, 205
  • Roberts, Monty, 202
  • Rogers, T. Gary, 72
  • Roles, see Leadership roles
  • Role clarity, 41
  • Role modeling change, 201, 204–207
  • Role modeling lever, 128, 129, 138–140, 167
  • Role plays, 105
  • Root-cause mindsets:
    • reframing, 108–112
    • understanding, 103–107

S

  • Sällström, Björn, 117–118
  • Samsung, 24
  • Scale-up methods, 155–158
  • Scaroni, Paolo, 172
  • Scharmer, Otto, 168
  • Schmidt, Eric, 204
  • Schultz, Howard, 64, 69
  • Schutz, William, 85
  • Seagate, 211
  • Self-awareness, 221
  • Self-serving bias, 167–168
  • Seligman, Martin, 221
  • Senge, Peter, 168
  • Senior leaders, 199–213
    • in building strong team, 207–211
    • in interactive cascade process, 144-145
    • lack of support from, 232–234
    • in making change meaningful, 201–202
    • in openly engaging others, 203
    • in personalizing the story, 202
    • in relentlessly pursuing impact, 211–213
    • role modeling by, 138–139, 204–207
    • in spotlighting success, 203–204
    • unique role of, 200–201
  • Senior teams:
    • decision making by, 234, 236
    • in interactive cascade process, 144-45
    • role modeling by, 139
  • Sequencing activity, 123–125
  • Shakespeare, William, 229
  • Sharer, Kevin, 206, 213
  • Sheldon, Kennon, 219
  • Sinclair, Upton, 176
  • Six Sigma, 92, 185
  • Skill-building, 128, 135–138
  • Skillset requirements, 26, 93–99
    • forecasting skill demand, 94-95
    • understanding skill supply, 95-96
    • closing the skillset gaps, 96-99
  • Skinner, B. F., 133
  • Slater, Stanley, 51
  • Smit, Sven, 7, 71
  • Smith, Martin E., 33
  • Social contracts, 176–178
  • Social network analysis (SNA), 164–165
  • Social proof, 139
  • Society for Organizational Learning, 168
  • Sony, 64
  • Sørensen, Jasper, 49
  • South Korea, OHI outcomes in, 44, 45
  • Southwest Airlines, 1, 207
  • S&P 500 companies, 6–7
  • Srivastava, Suresh, 113
  • Stakeholders, 124–125, 147, 203, 222
  • Stanford University, 64
  • Starbucks, 64, 69
  • State Bank of India, 203
  • Sternin, Jerry, 133
  • Sternin, Monica, 133
  • Stockdale, Jim, 222
  • Story(-ies):
    • advantage of, 130
    • change, see Change story
    • personalizing, 202
    • reinforcing, 173–174
    • repetition of, 172
  • Strategic objectives, 26, 63–72
    • guarding against biases, 70–72
    • long-term vision, 64–67
    • mid-term aspirations, 67–69
  • Strategy, 35
  • Strategy Beyond the Hockey Stick (Bradley, Hirt, and Smit), 7
  • Success Rates for Different Types of Organizational Change (Smith), 33
  • Sunbeam Products, 21–22
  • “Supply” of skills, 95–96
  • Symantec, 145
  • Symbolic actions, 206–207

T

  • Talent. See also Skillset requirements
    • employee value proposition for, 96–98
    • matched to priority roles, 189–190
  • Talent and knowledge core organizations, 79, 81–82
  • Talent development, 141
  • Tata Motors, 67–69
  • Taylor, William C., 2
  • Team building, 201, 207–211
  • Team charter, 210
  • Technical skills, 137
  • Telstra, 173, 174
  • Tesco, 64
  • Theranos, 66-67
  • 3D approach, 36
  • 3M, 87–88
  • Tichy, Noel, 146
  • Time frames, in optimal portfolio, 120
  • The Tipping Point (Gladwell), 163
  • Toyoda, Akio, 21
  • Toyota, 20–21, 184
  • Transformation(s), 239
    • mindset changes for, see Mindset shifts
    • role modeling for, 138
    • senior leaders' role in, 199. See also Senior leaders
    • stages of, 29–30. See also Five Frames of Performance and Health
    • symbols of, 99
    • transition to continuous improvement from, 183–184
  • Transformation story, 202. See also Change story
  • Transmedia approach, 174–176
  • Trudeau, Justin, 7–8
  • Tucci, Joseph M., 133, 204
  • TXU, 207

U

  • Uber, 24
  • Ultimatum game, 192-193
  • Understanding and conviction lever, 127, 129–133
  • U.S. men's Olympic basketball team, 210
  • U.S. Army After Action Reviews, 185
  • U-process, 168–169

V

  • Validity, 52–56
  • Valley of Desolation, 162
  • Value, in optimal portfolio, 120-121
  • Value creation, 160, 161, 187–190
  • van Houten, Frans, 171
  • Vision, 9, 35, 64–67, 119, 146, 220
  • Visual cues (for focus groups), 106
  • Volkswagen, 24, 184
  • Volvo Cars, 117–119
  • Vriesman, Jeroen van Breda, 155–156
  • Vroom, Victor, 138

W

  • Walmart, 81, 98, 172–173
  • Walsh, Willie, 173
  • Walton, Sam, 177–178
  • Waterman, Robert, 4, 7, 22-23
  • Welch, Jack, 133, 206, 208, 223
  • Wells Fargo, 24
  • White, T.H., 113
  • Whitney, Diana, 113
  • Whole Foods, 207
  • Whyte, David, 240
  • Wilder, John, 207
  • Word clouds, 106–107
  • Work environment:
    • in ailing, able, and elite organizations, 73
    • as organizational health outcome, 39
    • practices underpinning, 41
    • research underpinning, 49
    • reshaping, 127–130
    • in South Korea, 45
    • transmedia strategy and change in, 175

Y

  • Yum! Brands, 202

Z

  • Zander, Benjamin, 100
  • Zohar, Danah, 218
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