Leading Strategic Change

Eric Flamholtz is Professor of Human Resource Management and Organizational Behavior in the Anderson Graduate School of Management and a faculty research fellow in the Harold and Pauline Price Center for Entrepreneurial Studies at the University of California, Los Angeles (UCLA). He is also President of Management Systems Consulting Corporation, which he co-founded in 1978. Yvonne Randle is Vice President of Management Systems Consulting Corporation. She has extensive consulting experience with companies ranging in size from small entrepreneurships to multi-billion dollar enterprises and is a lecturer on executive education programs in the Anderson School of Management, University of California, Los Angeles (UCLA).

• List of exhibits; Preface; Part I. An Integrative Framework for Leading Strategic and Organizational Change: 1. Understanding organizational change; 2. A framework for planning strategic and organizational change; 3. Leading change; Part II. Leading Strategic Change in Actual Organizations: 4. Leading strategic and organizational change at Countrywide Financial Corporation; 5. Starbucks Coffee Company; 6. Strategic marketing through HR interventions: a case study of Indian Oil Corporation; 7. The evolution of Stan Tashman and Associates; 8. Leading strategic and organizational change at IndyMac Bank; 9. Leading strategic and organizational change at Infogix; 10. Leading strategic and organizational change: the transformation of structure at Pardee Homes; 11. Leading strategic and organizational change at Tata Steel: the role of culture; 12. Leading strategic and organizational change at Westfield: transformation to a global enterprise; Part III. Leading Strategic Change: Lessons Learned from Practice: 13. Lessons and insights from case studies of change; Appendix A. References for further reading on leading change; Index.

'Eric Flamholtz and Yvonne Randle bring both rigor and relevance to a challenge that looms for every manager. Their ability to distil the essence of the available research, the capacity to present this in a lucid and digestible way, the use of insightful case studies, and an ability to connect with readers, makes this a must-read book. Following an empirically sound framework, they present an integrated approach to change for those who seek to lead rather than manage this difficult process. The choice and use of case studies enables the reader to leverage the connection between the framework and associated ideas with what is required in their role as a change leader. The underlying key to the power of this book is that change is easier to lead than to manage. I commend this book to you if you seek to be a better leader!' Roger Collins, Professor of Management, Australian School of Business, The University of New South Wales