Customer Reviews

Beyond Corporate Transformation: A Whole Systems Approach to Creating and Sustaining High Performance

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"This book describes a process through which corporate leaders can create a high-performance organization capable of sustaining a lasting competitive advantage. It is an approach that takes into consideration all of the factors that affect organizational performance. By examining the whole organization, and by aligning its systems, structure, and culture to enable all employees to excell and execute the company's chosen strategy, corporate leaders can successfully transform their organization...Although targeted at corporate leaders, this book will benefit anyone interested or involved in any aspect of organizational change. By understanding the components of organizational change, frontline employees and middle-level managers alike can more effectively participate in and guide the change effort in their part of the organization. A successful organizational transformation is never the sole accomplishment of a leader and his or her senior team. Rather, the transformation is achieved through the hard work and commitment of all types of leaders througout the entire organization" (from the Preface).

In this context, Christopher W. Head:

* by asking/answering some critical questions such as What is going wrong? Why are so many change efforts failing? What is an organizational transformation? defines organizational transformation and indicates key factors to a successful transformation.

* by both asking/answering the following questions: What characteristics do transformational leaders possess? What must these leaders do in order to prepare their organizations for all of the difficult challenges that lie ahead? and comparing transformational leaders and traditional/transactional leaders, discusses the leadership factor for a successful corporate transformation.

* explains how leaders can lead effective change by creating an environment that fosters participation and ownership, and presents a detailed change management plan (more detailed discussion of this plan see Chapter 3).

* by asking/answering the following questions: How can leaders create a work environment that fosters high-levels of involvement from all of their employees? What are the elements that truly empower and involve all employees? How do organizations benefit from having an empowered workforce after the transformation process has been completed? discusses the steps needed to establish a high level of employee involvement within organization.

* by asking/answering the following questions: What is the best way of getting employees committed to leading the change effort? What are the transition teams? Why should they be used? Who should be on these teams and how should team members be selected? What are their core responsibilities? What kind of assistance do these teams need from top management and internal or external consultants? How should transition teams involve customers and suppliers in their work? examines the role of employees and employee teams (transition teams) during the transformation process.

* by asking/answering the following questions: What is core process redesign? What steps should organizations follow to redesign and align their core processes? What are the roles and responsibilities of the steering committee and transition teams during this stage? What other groups need to be involved? discusses how transition teams can successfully redesign and align core processes.

* by asking/answering the following questions: What can organizations do to make sure they create 'good' jobs for all employees? What elements are needed to make 'natural' work teams successful? examines the terms 'good' and 'natural' and their importance to realize drastic performance improvement.

* explains the changing role of middle management and the additional structural changes that an organization must make to support the newly established work teams.

* argues that "traditional measurement systems, solely focused on functional outcomes and overall financial performance, fail to provide the natural work teams with the necessary feedback they need to improve their performance", and hence presents an alternative performance measurement system.

* in addition to new performance measurement system, presents a new performance-based compensation system that rewards and motivates.

* argues that "an organizational transformation is never truly complete. Rather, it is series of large-scale changes - to the culture, processes, structure, and so on - over the course of a given time period, approximately one to three years, followed by continuous learning and ongoing improvement by all employees. Eventually, despite such improvement efforts, industry conditions and/or technological developments will necessitate another transformation in the years ahead", and describes how innovative companies are creating continuous improvement by 'learning organizations'.

Finally, C. W. Head suggests that "organizational transformation is not easy. The path to a successful transformation is often met with many obstacles. You will be confronted with people who doubt your plans and resist your every move. Do not fight your resistors. Rather, help educate those who do not yet understand the value of transforming the workplace, who have yet to tap into the potential of all employees. Be patient, stay focused, and do not lose hope. Your perseverance and dedication will pay off as your organization succeeds".

Highly recommended.

Beyond Corporate Transformation provides a refreshing view about organization change. While many consultants get caught up in their terminology, the author, Chris Head, seems to be genuinely concerned that the reader gain something useful from his book. This book is great for anyone who doesn't have an understanding of whole system design or who would like a process for implementation. The author's key point that the future organization cannot succeed without tapping into each employee's potential should be heeded by all organizations.