Change On The Run:Competing Through E-Leadership
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More About This Title Change On The Run:Competing Through E-Leadership
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Michael Kay is a senior member of PricewaterhouseCoopers' Strategic Change Practice in Toronto. Mr. Kay is a consultant with decades of experience helping major corporations manage through complex transformations.
He is the co-author of Toppling the Pyramids: Redefining the Way Companies are Run, and is featured in and co-producer of the bestselling Power of Change: The Management Revolution video series, used in companies and universities worldwide. He is the designer of Fastrac: The Strategic Transformation Game, Change on the Run: The CEO Game, and other games and transformation experiences for clients.
He is a frequent speaker on change and change management, and is the author of numerous articles on the topic, which have appeared in a variety of publications in Europe, Japan, and North America.
He is the co-author of Toppling the Pyramids: Redefining the Way Companies are Run, and is featured in and co-producer of the bestselling Power of Change: The Management Revolution video series, used in companies and universities worldwide. He is the designer of Fastrac: The Strategic Transformation Game, Change on the Run: The CEO Game, and other games and transformation experiences for clients.
He is a frequent speaker on change and change management, and is the author of numerous articles on the topic, which have appeared in a variety of publications in Europe, Japan, and North America.
English
Acknowledgements
Introduction
Chapter 1: Change on the Run
Transforming to E-Business
* What Does an E-Business Look Like?
* How Is the Industry Around Us Changing?
* What Is Different Strategically?
Installing New Plumbing
* The CPR Story
Making Mergers Happen
* The Swamp Monsters
When Profit Collapses
* The Ancient Rhythm of Crisis Transformation
The Shift to Continuous Transformation
Chapter 2: Drive Extraordinary Financial Results
The Traditionals
The Process Thinkers
* Understanding the Journey
* Introducing Process Techniques
* Installing Process Thinking through Big Systems
* Achieving Outsourcing
* Making Shared Services Happen
* The Bottom Line on Process Thinking
The Super Analysts
* Map Out a Path and Build Support Gradually
* Do Not Ignore the WIFM
* Design with Care
* Hurry Slowly
* Understand the Long-Term Technical Investment
The Involvers
* Introducing Value-Based Management
* Driving Business Understanding
The Designers
* The E-Business Story
* The Search for Self-Control
Chapter 3: Unite People Behind Your Vision
Strategic Engagement
* Content and Process
* Level Set
* The Vision
* Discussing Strategy
* From Vision to Reality
* A Series of Workshops
* Progressive Involvement
* Role of the Top Team
* Broadening the Top Team
* Widening Involvement
* Advisory Sessions
* Meeting Rhythm
* Homework, Studies, and Pitches
* Managing Discussion
* Genuine Openness
* Timing of the Process
* Give It Time
* CEO Comfort Level
* Lock into Performance Appraisal
* Communication
Operational Engagement
* The Sears Story
* R.R. Donnelly & Sons
Spiritual Engagement
* Group Commitment, Transcending Self
* Creating Commitment to a Group
The Taste of Strawberries
Chapter 4: Harness People's Experience
The Leadership Challenge
* Creating the Willingness to Contribute
* Getting People Ready to Contribute
* Making People Able to Contribute
The E-Game Frontier
* John Jenner's Journey
* The Llenroc Plastics Game
* Change Games
* Fastrac: Transformation and Corporate Strategy
* Twelve Lessons Game Developers Learned
Chapter 5: Galvanize Change Agents
Getting Properly Set Up
* Establish the Mandate
* Build a Change Team
* Set Up a Governance Structure
* Develop a Project Plan and Stick to It
Defining the Problem
The Dynamics of Change
* The Classic Mourning Cycle
* The Uptake of an Idea
Idea Diffusion Through a Large Organization
The Checklist for Undertaking a Change Strategy
1. Understand the Scope
2. Start with the Audiences
3. Find the Opinion Leaders
4. Assess the Leadership Team
5. Understand the Change Vision
6. Build a Business Case and a Case for Change
7. Select Messages of Serious Intent
8. Identify Compliance Levers
9. Select Involvement Processes
10. Consider Pilots
11. Make Training Effective
12. Create a Communication Strategy
13. Understand the Present, the Future, and the Gap Between
14. Measure Your Success
Managing Yourself
* Beware of Your Ego
* Start Where the Patient Is
* Think Risk
* Beware Missionary Zeal
* Listen for Resistance
Chapter 6: Build an Army of Leaders
Commit to Leadership Development
Send Leaders to Boot Camp
* Build Business Savvy
* Build Successful Leadership Practices
* Teach How to Motivate and Inspire
* Buld the Ability to Get Things Done
Lock in Successful Leadership Practice
* The Future
* Communication
* Mobilization of People
* Coping with Change
* Relationships
Conclusion
Index
Introduction
Chapter 1: Change on the Run
Transforming to E-Business
* What Does an E-Business Look Like?
* How Is the Industry Around Us Changing?
* What Is Different Strategically?
Installing New Plumbing
* The CPR Story
Making Mergers Happen
* The Swamp Monsters
When Profit Collapses
* The Ancient Rhythm of Crisis Transformation
The Shift to Continuous Transformation
Chapter 2: Drive Extraordinary Financial Results
The Traditionals
The Process Thinkers
* Understanding the Journey
* Introducing Process Techniques
* Installing Process Thinking through Big Systems
* Achieving Outsourcing
* Making Shared Services Happen
* The Bottom Line on Process Thinking
The Super Analysts
* Map Out a Path and Build Support Gradually
* Do Not Ignore the WIFM
* Design with Care
* Hurry Slowly
* Understand the Long-Term Technical Investment
The Involvers
* Introducing Value-Based Management
* Driving Business Understanding
The Designers
* The E-Business Story
* The Search for Self-Control
Chapter 3: Unite People Behind Your Vision
Strategic Engagement
* Content and Process
* Level Set
* The Vision
* Discussing Strategy
* From Vision to Reality
* A Series of Workshops
* Progressive Involvement
* Role of the Top Team
* Broadening the Top Team
* Widening Involvement
* Advisory Sessions
* Meeting Rhythm
* Homework, Studies, and Pitches
* Managing Discussion
* Genuine Openness
* Timing of the Process
* Give It Time
* CEO Comfort Level
* Lock into Performance Appraisal
* Communication
Operational Engagement
* The Sears Story
* R.R. Donnelly & Sons
Spiritual Engagement
* Group Commitment, Transcending Self
* Creating Commitment to a Group
The Taste of Strawberries
Chapter 4: Harness People's Experience
The Leadership Challenge
* Creating the Willingness to Contribute
* Getting People Ready to Contribute
* Making People Able to Contribute
The E-Game Frontier
* John Jenner's Journey
* The Llenroc Plastics Game
* Change Games
* Fastrac: Transformation and Corporate Strategy
* Twelve Lessons Game Developers Learned
Chapter 5: Galvanize Change Agents
Getting Properly Set Up
* Establish the Mandate
* Build a Change Team
* Set Up a Governance Structure
* Develop a Project Plan and Stick to It
Defining the Problem
The Dynamics of Change
* The Classic Mourning Cycle
* The Uptake of an Idea
Idea Diffusion Through a Large Organization
The Checklist for Undertaking a Change Strategy
1. Understand the Scope
2. Start with the Audiences
3. Find the Opinion Leaders
4. Assess the Leadership Team
5. Understand the Change Vision
6. Build a Business Case and a Case for Change
7. Select Messages of Serious Intent
8. Identify Compliance Levers
9. Select Involvement Processes
10. Consider Pilots
11. Make Training Effective
12. Create a Communication Strategy
13. Understand the Present, the Future, and the Gap Between
14. Measure Your Success
Managing Yourself
* Beware of Your Ego
* Start Where the Patient Is
* Think Risk
* Beware Missionary Zeal
* Listen for Resistance
Chapter 6: Build an Army of Leaders
Commit to Leadership Development
Send Leaders to Boot Camp
* Build Business Savvy
* Build Successful Leadership Practices
* Teach How to Motivate and Inspire
* Buld the Ability to Get Things Done
Lock in Successful Leadership Practice
* The Future
* Communication
* Mobilization of People
* Coping with Change
* Relationships
Conclusion
Index
English
"It's been said that in dog-sled races, the scenery only changes for the lead dogs. To be a lead dog in e-business, leaders must master the art of implementing transformational change. Michael Kay tells how to make it happen."
— William O. Albertini, Retired Executive Vice President & Chief Financial Officer, Bell Atlantic Corporation
— William O. Albertini, Retired Executive Vice President & Chief Financial Officer, Bell Atlantic Corporation
"You don't have to ride the .com roller coaster. But, if you're in business, you do need Michael Kay's new book to help you compete in e-commerce."
— Sir Graham Day, Chairman, Hydro One Inc.
