Index

Academic theory, 35

Ad hoc decision-making, 80

Ad hoc global product development, 81

All-hands, 109

Analysis paralysis, 51

Anecdotal evidence, 90

Army, 101

Assembly lines, 43–44

Assessing change capability, 126–130

Audit, 115

Baby Bells, 68

Baldridge, 72

Bell System, 68

Big idea, 60–63

“Big” straws

big idea, 60–63

double down, 53–57

GOBASH, 57–60

M&A, change, 66–69

savior, 63–66

Blocking/tackling, 108

Break, 49

Business strategy, 80

Buzzword, 47

Capability Maturity Model (CMM), 72

Career progress, 131

Causality/root cause analysis, 89

Causation, 89

Certified mechanic, 14

Change, 19–21, 91–92

Lewin’s framework is, 7

Change action/governance, 106–107

Change/change triggers, 20

Change/process improvement, 106

Change/project management, 111

Change/storming, 102

Change construct, process/triggers

change, 19–21

change management, many words of, 17–18

problem-solving, 18–19

Change initiative, 107–108

Change life cycle, 112–115

Change management, 116–118

Change management life cycle, 113

Change management models, 5–6

Change management roadmap, 115–116

Change management/common sense, 3

stakeholders, 4

Change manager, 132

Change models

change management/common sense, 3

introduction to, 1

Kotter, observations, 9–10

Kotter’s eight-step, 8–9

Lewin model, 6–7

Lewin, observations, 8

many words of, 18

McKinsey 7-S model, 12, 13

models, selecting, 16

pilot/passenger, 5

PROSCI “ADKAR”/three-phase model, 10–11

PROSCI, observations, 11–12

senge, observations, 14–16

senge/systems thinking,
13–14, 15

7-S, observations, 12–13

start to, 4

survey of, 3–16

Change Success Assessment Instrument, 127–129

Change/career implications, 130–131

Clarity, practicality/tangibility, 103–105

Closure, handover/lessons learned, 114–115

CMM. See Capability Maturity Model (CMM)

Collins, Jim, 56

Common sense approaches, study of, 26

Communication, 109

Company culture, 101

Competitor, 67

Complex system development, 77

Construct, 17

Corporate product, 80

Corporate reference design method, 77

Cost Busters, 38

Culture, 99–102

Culture lead, 36

Decision-making, 36

Desire, 10

Diagnosis, 90, 98–99

Diagnosis methodology, 93, 99

Discipline, 72

DON’T versus DO, 118–125

Dot-com bubble, 57

Doubling down, 53–57

DUMB, 51–52

Dust, 38

Embedded, 10, 11

End-game, 115

Enterprise resource planning (ERP), 58

ERP. See Enterprise resource planning (ERP)

Execution phase, 114

Execution problems

implement, failure to, 71–79

structure versus governance, 80–85

Fail, 118–125

Failed transplants

transplanting, 41–44

Failure

failing, 25–29

introduction to, 23, 25

wrong problem, solving, 29–33

Feasibility, 112

Five Whys, 89, 91

5 Ws, 109

Flywheel effect, 56, 132

Forming, 100

Form/substance, 28

From Individual to group decision-making, 82

From Scratch, 73

Frozen, 10

Fuzzy, 18

Get real, 105

Global decision-making structure, 84

Global mindset, 36

Go digital, 51

Goal, 16

Goal-setting problems

DUMB, 51–52

SMART versus DUMB goals, 45–51, 52

GOBASH, 57–60

Golden parachute, 64

High-risk endeavor, 19

Horizontal versus vertical product development, 27

Human resources, 108–109

Hybrid method, 79

Implement, failure to, 71–79

Inch-pebbles, 106

Integration Management Knowledge Area, 108

Japanese manager, 99–100

John, King, 72

Kasem, Kasey, 132

Knowledge, 10

Knowledge management, 48

Kotter, observations, 9–10

Kotter’s eight-step change model, 8–9

Legacy suppliers, 50

Lewin model, 6–7

Lewin, observations, 8

Long-term change roadmap, 117

M&A, change, 66–69

Manage out, 39

Market responsibility method, 76, 78

Maturity, 105

McGrath, Michael, 83

McKinsey 7-S model, 12, 13

Mistaken perceptions

real problem, solving, 35–37

right problem, wrong solution for, 37–40

Models, selecting, 16

Mom/pop, 53

Motorola’s RAZR phone, 55

Mountains, 38

Narrowband Personal Communications Services (NPCS), 54

Newsweek, 26

Next-generation product, 75

Norming, 100

NPCS. See Narrowband Personal Communications Services (NPCS)

Oceanic transportation, 57

One-on-one interviews, 96

Opposition, 111

Organization, 14, 98

Organizational stakeholders,
18–19

Oversight of change initiatives, 119

PACE. See Product and Cycle-Time Excellence (PACE)

Paging service, 57

Performing, 100

Performing analysis, 95

Pilot/passenger, 5

Pittiglio, Rabin, Todd & McGrath (PRTM), 83

Plan, 112–114

Players, 107–108

PMO. See Project management office (PMO)

Portfolio management, 48

Post hoc ergo propter hoc, 89

Potential traps, 30

Problem-solving, change, 18–19

Process-discipline, 72

Process management/constraints, 72

Procurement, 110

Product and Cycle-Time Excellence (PACE), 83, 116

Product line method, 78

Professional science, 10

Project management office (PMO), 116–118

Project management process summary, 112

Project management/change implementation, 107–112

PROSCI “ADKAR”/three-phase model, 10–11

PROSCI, observations, 11–12

PRTM. See Pittiglio, Rabin, Todd & McGrath (PRTM)

Puzzle, pieces of, 16

Qualitative versus quantitative methods, 92

Quality, 108

Quick wins, 9

R&D, 77

Rah-rah, 32

Real problem, solving, 35–37

Record/transcribe interviews, 97

Refreeze, 7, 8, 9, 11, 114, 115

Review results, 97

Right problem, wrong solution for, 37–40

Risk, 110

Road to success

assessing change capability, 126–130

causality/root cause analysis, 89

change, 91–92

change action/governance, 106–107

change life cycle, 112–115

change management roadmap, 115–116

change management/PMO, 116–118

change manager, 132

change/career implications,
130–131

clarity, practicality/tangibility, 103–105

culture, 99–102

diagnosis, 90, 98–99

fail, 118–125

project management/change implementation, 107–112

triangulation, 93–98

walk before running, 105–106

Runaway software development, 74

“S,” 12, 13

Sailing ship passage, 57

Saturation, 96

Savior, 63–66, 64–65

Self-managed teams, 44

Senge, observations, 14–16

Senge/systems thinking, 13–14, 15

Setting the PACE in Product Development, 83

7-S, observations, 12–13

Shoots down, 62

Shoring up, 130

SMART versus DUMB goals, 45–51, 52, 103

Stakeholders, 79, 108, 111

Stand-up meetings, 109

Standardization skills, 77

Statistical process control, 43

Storming, 100

Structure versus governance, 80–85

Super Bowl, 72

Supporter, 111

System comparison, 79

Systems Development Life Cycle, 106

Three-phase model, 10–11

Triangulation, 93–98

Typical passenger, 4

Unfreeze, 6, 8, 98

Validation, 95

Walk before running, 105–106

Warring tribes, 69

Waterfall method, 106

Western high-tech growth company, 42

Western manager, 99–100

Wireless communication services, 57

Wrong-headed, 30, 51

Wrong problem, solving, 29–33

YouTube/Internet radio, 132