Transforming the Clunky Organization , livre ebook

209

pages

English

Ebooks

2018

Écrit par
B. Bacharach Samuel

Publié par
Cornell University Press

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209

pages

English

Ebooks

2018

Lire un extrait

Obtenez un accès à la bibliothèque pour le consulter en ligne En savoir plus

Publié par

Cornell University Press

Date de parution

15 juillet 2018

EAN13

9781501710049

Langue

English

Poids de l'ouvrage

2 Mo

Organizations, like people, get stuck! They get ensnared in routines and processes, and they fall back into old habits. This is the dangerous period of inertia, the period that precedes failure, when organizations show signs of sluggishness.In Transforming the Clunky Organization Samuel B. Bacharach specifies why organizations fall into patterns of inertia and details the critical pragmatic leadership skills leaders need to regain organizational momentum. From Alfred Sloan, to Lee Iacocca, to Lou Gerstner, to Indra Nooyi, to Steve Jobs, to Jeff Bezos, Bacharach argues that their pragmatic leadership skills assured that their organization did not get trapped by the doldrums of inertia. He employs case illustrations to identify clunky tendencies and inertia within organizations across a wide range of business sectors including technology, finance, banking, home entertainment, and retail. Illustrations are drawn from organizations such as Amazon, Apple, Borders, Merrill Lynch, Nintendo, Starbucks, and Unilever, among many others.Bacharach argues that in order to achieve their potential, organizations need to be perpetually involved in two activities. The first is discovery-organizational leaders need to continuously explore new opportunities and transfer new insights into new products, processes, and directions. The second is delivery-organizational leaders need to be able to mobilize support for ideas, sustain and drive these ideas forward, and achieve results. Successful discovery and delivery allows organizations to truly thrive and continuously meet their potential.Expanding on The Agenda Mover, the first book in the BLG Pragmatic Leadership Series, this book offers a roadmap for individual leaders at all levels to create the agility and synergy needed for the continuous organized flow of information and the movement of ideas. Clunky organizations need leaders that are explorers and innovators in the discovery phase and mobilizers and sustainers to deliver solutions. Transforming the Clunky Organization provides the keys for necessary behaviors that allow leaders to successfully break inertia and foster agility.This book will appeal to leaders at all levels within organizations, change-management consultants, and business-school professors.

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Publié par

Cornell University Press

Date de parution

15 juillet 2018

EAN13

9781501710049

Langue

English

Poids de l'ouvrage

2 Mo

Sociology Gestion et management

TRANSFORMING THE CLUNKY ORGANIZATION

T HEP R A G M AT IC L E A D E R S HIP SER IES

TRANSFORMING THE CLUNKY ORGANIZATION

Pragmatic Leadership Skills for Breaking Inertia

SAMUEL B. BACHARACH

Published in Association with Cornell University Press ITHACA AND LONDON

A rîgs reserved. Excep or brîe quoaîons în a revîew, îs boo, or pars ereo, mus no be reproduced în any orm wîou permîssîon în wrîîng rom e pubîser. For înormaîon, address Corne Unîversîy Press, Sage House,  Eas Sae Sree, ïaca, New Yor . Vîsî our websîe a cornepress.corne.edu.

Fîrs pubîsed  by Corne Unîversîy Press

Prîned în e Unîed Saes o Amerîca

Desîgn by Sco Levîne

Lîbrary o Congress Caaogîng-în-Pubîcaîon Daa

Names: Bacarac, Samue B., auor. Tîe: Transormîng e cuny organîzaîon : pragmaîc eadersîp sîs or breaîng înerîa / Samue B. Bacarac. Descrîpîon: ïaca [New Yor] : Corne Unîversîy Press, . | Serîes: he pragmaîc eadersîp serîes | ïncudes bîbîograpîca reerences. ïdenîIers: LCCN  (prîn) | LCCN  (eboo) | ïSBN  (epub/mobî) | ïSBN  (pd) | ïSBN | ïSBN  (co : a. paper) | ïSBN  (pb. : a. paper) Subecs: LCSH: Organîzaîona cange. | Organîzaîona efecîveness. | Leadersîp. | Execuîve abîîy. | Organîzaîona beavîor. CassîIcaîon: LCC HD. (eboo) | LCC HD. .B  (prîn) | DDC ./--dc LC record avaîabe a ps://ccn.oc.gov/

To my ïLR sudens wo ave accompanîed me on îs ourney. han you! (–)

Contents

PREFACE: THE PRAGMATIC LEADER AND ORGANIZATIONAL INERTIA ACKNOWLEDGMENTSxiii

1. THE CHALLENGE OF INERTIA 1 Sluggish Organizations: Clunky and Myopic 3 The Inertia of the Clunky Tendency 4 Sprawîng Expansîon8 Inertia of the Myopic Tendency The 16 he Bînder Traps19 Reaching Potential: Leading for Discovery and Delivery25 Robust Discovery 29 Conexua Compeence: Leaders as Exporers30 ïdeaîona Compeence: Leaders as ïnnovaors34 Focused Delivery 36 Poîîca Compeence: Leaders as Campaîgners37 Managerîa Compeence: Leaders as Susaîners41

C O N T E N T S

2. LEADING FOR ROBUST DISCOVERY47 49Explore the Context Scan for Information52 Read Weak and Strong Signals 56 65Partner for Direction and Execution Facilitate Ideation 73 75Structure Information Flow Frame the Challenge 80 Lead for Ideation 85 Maintain Hot Group Culture 91 3. LEADING FOR FOCUSED DELIVERY 99 101Campaign for Support Create a Coalition MindSet 102 Anticipate Where Stakeholders Are Coming From Overcome Resistance 120

109

Sustain Momentum 125 Monitor for Tight and Loose Execution 128 Maintain Commitment and Direction 141 CONCLUSION: PRAGMATIC LEADERSHIP AND THE COUCHPOTATO ORGANIZATION

NOTESINDEX

163 181

viii

153

Preface

THE PRAGMATIC LEADER AND ORGANIZATIONAL INERTIA

Organizational leadership is not an end. It’s a pragmatic means to solve a problem! To appreciate why organizational leadership is important, there needs to be a recognition of the core problems that organizational leaders try to solve. The premise of this book is that the primary or-ganizational challenge for leaders is overcoming inertia. Have you ever noticed that many organizations are “doing ﬁne” but just miss the mark? While there is a sense that they are doing ﬁne—and sometimes very ﬁne—they do not quite reach their po-tential. They are not as agile as they’d like to be, not as responsive to the markets as they used to be, new ideas are no longer incorporated easily, opportunities fall between the cracks, and execution is a bit clumsy. They aren’t going to go out of business tomorrow, but they are showing symptoms of inertia. Indeed, these organizations are not necessarily failing or even on the brink of failure. Some the greatest and best-known organizations go through periods of sluggishness. What makes them vulnerable to inertia? How can inertia be avoided? Pragmatîc leaders ave te skîlls to break înertîa. There are two sources of organizational inertia: the clunky ten-dency and the myopic tendency. The clunky tendency emerges when

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