Managing Corporate Change

18 Chapter 2 Organization: Design for Change 23 New tasks - new structures ... 50 The solution is part of the problem 51 The human image and the organizational model 51 Outlining what's needed and appealing for behavior to match 52 Playing it down - or the truth by installments 53 Dramatizing - or the business of fear .....

Part I Scenario for the Future Chapter 1 Today''s Situation, Tommorrow''s Prospects 3 Warning Signals .................. . 3 Structural condition no. 1: reduced time resources 4 Structural condition no. 2: reduced financial resources 5 Structural condition no. 3: dramatic increase in complexity 8 The new challenges 11 Darwin rules ......................... . 18 Chapter 2 Organization: Design for Change 23 New tasks - new structures ... 23 The perfect model: the network . 24 Structural principle: process chains 24 Quantum leap to the third millennium 26 Wanted: motivation and identification 27 Corporate culture: five key factors 29 Survival strategy and safeguarding the future 31 Chapter 3 Leadership: the Manager''s New Role 33 Management yesterday - management tomorrow 33 Changing the emphasis 33 Management redefined ..... 34 A profession: manager of change 35 Profiling what''s needed for the future 38 Contenta r From dignitary to players'' coach ......... . 40 The strategic bottleneck in management capacity 42 Part II Designing Change: Basic Principles 45 Chapter 1 The (Psycho)Logical Basis For Failure 47 Cold start ............. . 47 All things good come from above . 49 The "not invented here" syndrome 50 The wrong question ....... . 50 The solution is part of the problem 51 The human image and the organizational model 51 Outlining what''s needed and appealing for behavior to match 52 Playing it down - or the truth by installments 53 Dramatizing - or the business of fear ..... 53 Isolated solutions . . . . . . . . . . . . . . . .. 54 Juggling with names - or the "hidden agenda" 56 The credibility gap . . . . . . . . . . . . . . . .