Managing Corporate Change

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 . . . . . . . . . . . . . . . .

1 Today s Situation, Tommorrow s Prospects. - 2 Organization: Design for Change. - 3 Leadership: the Manager s New Role. - 1 The (Psycho)Logical Basis For Failure. - 2 Key Factors for Successful Action. - 3 Phases of the Process and Their Pitfalls. - 4 Leadership in Transition. - 5 Hierarchy and Power: Enemies of Change? . - 6 Charter for Managing Change. - 1 Tools and Procedures of Corporate Development. - 2 Organizational Diagnosis. - 3 Management by Agreed Targets. - 4 Facilitating processes. - 5 Personal Feedback. - 6 Process-Oriented Project Management. - 7 Dealing with Resistance. - 8 Handling Communication. - 9 The Art of Designing Workshops. - 10 Conflict Management. - 11 Changing a Company s Culture. - 12 Performance Improvement. - 13 Coaching. - 14 Criteria for Successful Management. - 15 Qualifications for Managing Change. - Outlook and Prospects. - Acknowledgments.