Navigating Change: How CEOs, Top Teams, and Boards Steer Transformation
Donald C. Hambrick, David Nadler, Michael Tushman
Harvard Business School Press, 1998 - Business & Economics - 414 pages
Navigating Change brings together the latest insights and ideas on senior leadership from the world's foremost business thinkers and practitioners. Including contributions from such prominent CEOs and Paul Allaire of Xerox, Jamie Houghton of Corning, and Bob Bauman, formerly of SmithKline Beecham as well as from academic experts such as Manfred Kets de Vries, Chris Bartlett and Sumantra Ghoshal, the volume captures timely and pragmatic ideas on institutional leadership and governance in the face of profound and continuous change. Successful corporate transformation requires vigilance, appetite for change, converted effort, and clarity of purpose from three distinct but interconnected parties: the CEO, the top management team, and the board of directors. This lively and collaborative collection examines all three and their roles in designing and navigating effective corporate change. The Management of Innovation and Change Series.
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Vicissitudes of Leadership 3 8
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ability Academy of Management ambidextrous architectural Barnevik boardroom Branson build Cadbury Report CEO-board relationships CEO's chairman challenge change agenda Chapter companies company's competencies competitive conflict Corning Incorporated corporate governance create culture develop discontinuous change dominant design effective employees environment example experience external firm Ghoshal Hambrick Harvard Business School implementation important incentives incremental individual industry innovation interaction involved issues Jack Welch Kaiser Permanente Kets de Vries leaders leadership Lorsch major managerial ment Nadler narcissism nonexecutive directors operating organization organization's organizational architecture Oticon part-time board members percent Percy Barnevik performance perspective problem propiconazol requires responsibility Richard Branson role senior executives senior management senior team shareholders skills SmithKline Beecham social structure success Sumantra Ghoshal team members teamwork tegic tion tive top executives top management teams top team transformation Tushman units vision Warburg Pincus Welch Xerox Zajac