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Navigating Change: How Ceos, Top Teams, and Boards Steer Transformation (Management of Innovation and Change) Hardcover – January 30, 1998


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Product Details

  • Series: Management of Innovation and Change
  • Hardcover: 414 pages
  • Publisher: Harvard Business Press (January 30, 1998)
  • Language: English
  • ISBN-10: 0875847846
  • ISBN-13: 978-0875847849
  • Product Dimensions: 9.6 x 6.5 x 1.3 inches
  • Shipping Weight: 1.7 pounds
  • Average Customer Review: 5.0 out of 5 stars  See all reviews (3 customer reviews)
  • Amazon Best Sellers Rank: #1,692,276 in Books (See Top 100 in Books)

Editorial Reviews

About the Author

Donald C. Hambrick is the Bronfman Professor of Democratic Business Enterprise at Columbia University. David A. Nadler is Chairman and CEO of Delta Consulting Group, Inc. in New York City. Michael L. Tushman is the Philip Hettleman Professor of Management at Columbia University.

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7 of 8 people found the following review helpful By Turgay BUGDACIGIL on January 26, 2001
Format: Hardcover
"Successful corporate transformation depends on effective decision making and leadership from three distinct but inter coonected entities: the CEO, the top management team, and the board of directors. The CEO is the executive who has overall responsibility for the conduct and performance of the firm; clearly his or her mindset, imagination, and behavior will have a defining effect on corporate adaptation. Ultimately, however, senior leadership is a shared endeavor, extending beyond the CEO to other top executives. Thus, the senior management group, widely referred to as the top management team, also has a central role in formulating and executing corporate transformation. The top management team is not simply an aggregation of individual executives. Rather, the dynamics and complementarities that exist within the team greatly influence corporate outcomes. Finally, the board of directors has legal responsibility for the governance of the firm...All three of these leadership entities are critically important to effective corporate adaptation under conditions of turbulence. This book examines all three, including their interconnections to one another and, particularly, their roles in designing and navigating effective corpotate change" (from the Preface).
In this context, in Chapter 6, Paul A. Allaire, chairman and CEO of Xerox Corporation, discusses in depth the role of the senior management team in bringing about a major transformation at his company. He argues that "Effective teamwork harnesses creativity and unleashes brain power; it leads to better solutions, better decisions, and improved business results through more effective implementation.
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2 of 2 people found the following review helpful By A Customer on April 4, 1999
Format: Hardcover
The authors show three types of leadership create and execute corporate change: the CEO, the top executive team, and the board of directors. This collection of twenty essays (chapters) discusses the circumstances and qualities needed for achieving change including: the qualities for being an effective CEO; the keys areas of tension related to turbulent periods; achieving teamwork at the top; the role of healthy conflict; need for the board to get involved in strategy; and key factors enhancing board creativity.
This book provides some important insights into both the process of change and organizational leadership. One comes away from this book with a clear appreciation for the pivotal role of top leadership in any successful effort to transform an organization. Recommended. Reviewed by Gerry Stern, founder, Stern & Associates, author of Stern's Sourcefinder The Master Directory to HR and Business Management Information & Resources, Stern's CyberSpace SourceFinder, and the Compensation and Benefits SourceFinder.
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Format: Hardcover Verified Purchase
This was a great read. The author does a great job illustrating both the challenges that one faces when initiating a change effort and what steps are necessary to ensure a successful change.
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