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Leading Culture Change in Global Organizations: Aligning Culture and Strategy Hardcover

ISBN-13: 978-0470908846 ISBN-10: 047090884X Edition: 1st

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Leading Culture Change in Global Organizations: Aligning Culture and Strategy + Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework + Organizational Culture and Leadership
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Product Details

  • Hardcover: 240 pages
  • Publisher: Jossey-Bass; 1 edition (June 26, 2012)
  • Language: English
  • ISBN-10: 047090884X
  • ISBN-13: 978-0470908846
  • Product Dimensions: 9.1 x 6.4 x 0.9 inches
  • Shipping Weight: 15.2 ounces (View shipping rates and policies)
  • Average Customer Review: 4.2 out of 5 stars  See all reviews (6 customer reviews)

Editorial Reviews

From the Inside Flap

Leading Culture Change in Global Organizations

What happens when leaders try to transform the culture of their organizations? What approaches are most likely to lead to success? Which path will have the greatest impact on the performance of the business?

Leading Culture Change in Global Organizations offers a practical look at the approaches that a set of successful companies have used to implement cultural change within their organizations. In this book, the authors summarize over 20 years of tracking culture transformations in seven different global organizations to illustrate the critical set of dynamics that firms need to manage in order to remain competitive.

  • Supporting the front line

  • Creating strategic alignment

  • Creating one culture out of many

  • Exporting culture change

  • Building a global business inan emerging market

  • Building a global business froman emerging market

This important resource summarizes the insights from each of the companies studied (GE Healthcare, Vale, Domino's, Swiss Re, DeutscheTech, Polar Bank, and GT Automotive) as a means to illustrate these important dynamics of culture change.

The authors tracked these organizations and their leaders over time, using the Denison Organizational Culture Survey. The authors summarize the "before and after" results to help focus on the most successful culture changes. Each chapter provides a set of "Lessons for Leaders," which illustrates how leaders can learn from these examples to drive the kind of organizational change that is needed to give their company a competitive edge.

From the Back Cover

Foreword by Edgar H. Schein, Author of Organizational Culture and Leadership

Praise for Leading Culture Change in Global Organizations

"Denison and his colleagues have nailed it! Their longitudinal research on seven global companies clearly demonstrates that culture impacts business performance and that leaders can successfully change culture. The ideas are clear and the stories compelling. This book is a wonderful combination of theory, research, and practice."
Dave Ulrich, professor, Ross School of Business, University of Michigan; partner, The RBL Group

"Scaling our culture is integral to building the JetBlue brand and the DenisonOrganizational Culture Survey has been fundamental to our success. Read the book—more color is better!"
Dave Barger, CEO, JetBlue

"This book brings together the unique knowledge and experience that the authors have accumulated at IMD, working with some of the best global companies. It is a must-read for all executives embarking on a major global cultural and transformational journey!"
Dominique Turpin, president, International Institute for Management Development

"From Europe to the United States, and from China to Brazil, these authors tell usa compelling set of stories about how leaders can transform the cultures of global organizations. A great read for executives and academics alike!"
Katherine Xin, professor of management and associate dean, China EuropeInternational Business School (CEIBS)

"My biggest surprise in implementing business transformation at the United States Defense Logistics Agency was the difficulty associated with change management. Denison's work provides the background and the 'how to' required for successful implementation of cultural change in both small and large organizations."
Keith W. Lippert, vice admiral (retired), US Navy; partner, Accenture

Register at www.josseybass.com/emailfor more information on our publications, authors, and to receive special offers.

Customer Reviews

4.2 out of 5 stars
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Most Helpful Customer Reviews

8 of 8 people found the following review helpful By Jane on June 27, 2012
Format: Hardcover
If you are a professional or a student interested in expanding your knowledge of leadership and culture change, I highly recommend reading this book. I enjoyed learning through the real-world company examples and found the book to be an easy read. Each section has a unique lesson that can be applied to many business settings. The authors have a deep understanding of the work that is required to change deeply embedded habits and assumptions on a global scale. Best part: The stories include real culture data and graphs!
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8 of 8 people found the following review helpful By KLeigh on June 27, 2012
Format: Hardcover
Leading Culture Change in Global Organizations is a quick, informative read. Packed with information but not dry. Being able to read about real companies and their experiences in "Leading Culture Change" brought the topic to life for me. Even if you are not a top executive faced with these same pain-points, the book is a great read; it provides you with helpful knowledge and baseline understanding of culture change.
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Format: Hardcover
I agree with the co-authors of this book -- Daniel Denison, Robert Hooijberg, Nancy Lane, and Colleen Lief -- that there are cultural issues to be taken into full account when preparing and then implementing change initiatives. The fact that these issues are frequently ignored or under-estimated helps to explain why a substantial majority of change initiatives fail or fall far short of original expectations. The difficulties are exacerbated by the fact that such initiatives challenge -- or are at least perceived to be a challenge -- to the status quo. I have yet to encounter an organization whose status quo lacks fierce defenders. This is what James O'Toole has in mind (in one of his books, Leading Change) when suggesting that some of the strongest resistance is cultural in nature, the result of what he so aptly characterizes as "the ideology of comfort and the tyranny of custom."

For individuals as well as for organizations, what got them here may well be unable to get them there, wherever "here" and "there" may be. Denison, Hooijberg, Lane, and Lief identify conflicts that create severe tension: "The trade-off between stability and flexibility and the trade-off between internal and external forces. In addition, the tensions between internal consistency and external adaptability, and the 'top down' versus 'bottom-up' tension between mission and involvement exemplify some of the competing demands that organizations face....For each of these dynamic contradictions, it is relatively easy to do one or the other, but much more difficult to do both.
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