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Palgrave Macmillan

Initiating, Managing and Sustaining Strategic Change

Learning from the Best

  • Book
  • © 1997

Overview

Authors:
  1. Magne Y. Orgland

    1. Embrach, Switzerland

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Table of contents (12 chapters)

  1. Front Matter

    Pages i-xi
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  2. Introduction

    • Magne Y. Orgland
    Pages 1-12

  3. The Phases of Change

    • Magne Y. Orgland
    Pages 13-26

  4. The Phases of Change at CGC

    • Magne Y. Orgland
    Pages 27-29

  5. The Three ‘Forces’ for Change

    • Magne Y. Orgland
    Pages 30-33

  6. Top-down Direction Setting

    • Magne Y. Orgland
    Pages 34-100

  7. Top-down Direction Setting at CGC

    • Magne Y. Orgland
    Pages 101-137

  8. Horizontal Process Redesign

    • Magne Y. Orgland
    Pages 138-175

  9. Horizontal Process Redesign at CGC

    • Magne Y. Orgland
    Pages 176-196

  10. Bottom-up Performance Improvement

    • Magne Y. Orgland
    Pages 197-219

  11. Bottom-up Performance Improvement at CGC

    • Magne Y. Orgland
    Pages 220-233

  12. The Strategic Change Matrix

    • Magne Y. Orgland
    Pages 234-245

  13. Conclusion

    • Magne Y. Orgland
    Pages 246-261

  14. Back Matter

    Pages 262-299
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Keywords

About this book

This book focuses on how managers, faced with environmental discontinuities, should think about initiating, managing and sustaining a strategic change initiative. The ability of an organization to change fast has become a source of competitive advantage. The book provides a model with concrete steps showing how to initiate, manage and sustain strategic change, an extensive literature review and an in depth case study.

Authors and Affiliations

  • Embrach, Switzerland

    Magne Y. Orgland

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