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THE CHANGE MANAGEMENT HANDBOOK:
A Road Map to Corporation Transformation

Edited by:
Lance A. Berger
Martin J. Sikora
Dorothy R. Berger

CONTENTS

Section III THE GEARS OF CHANGE
Part A Strategy
Chapter Nine - GAME PLAN FOR THE NEXT DYNAMIC
Anthony C. Rich and Kenneth E. Mifflin: Andersen Consulting
  Effective Strategies
What's Wrong with the Old Model?
The Enduring Fundamentals
The Process
The Practitioners
Conclusion
Chapter Ten - THE STRATEGIC CONNECTION: MISSION, STRATEGY AND VALUES
Robin W.T. Buchanan and Andrew Campbell: Bain & Company, Inc.
  Purpose
Strategy
Standards
Behavior
Values
Leadership
Conclusion
Chapter Eleven - STRUCTURING THE CHANGE INITIATIVE
Robert Davidow: Andersen Consulting
  Developing the Change Strategy
Structuring the Change Organization
Building the Change Process
Creating the Technology to Control the Process
Chapter Twelve - MERGERS AND RESTRUCTURINGS: ACES IN THE HOLE
Martin J. Sikora: Editor of Mergers & Acquisitions, IDD Enterprises
  Strategy
Operations
Culture
Compensation
Chapter Thirteen - MIDCOURSE CORRECTIONS
Anthony C. Rich and Kenneth E. Mifflin: Andersen Consulting
  Cultural Imperatives
Planning for Change
Strategic Monitors
Implementing Action-Oriented Systems and Practices
Commitment and Capability
The Three Levers for Change
Conclusion
Part B Operations
Chapter Fourteen - A BAD STRUCTURE CAN BE FATAL
Daniel M. Duncan: President, Management Structures & Systems, Inc.
  The New Model: Decision Processes
Change Triggers
Payoff
References
Chapter Fifteen - INTRODUCTION TO SUPPLY CHAIN MANAGEMENT
Martin J. Sikora: Editor of Mergers & Acquisitions, IDD Enterprises
Chapter Sixteen - INTEGRATED LOGISTICS AND SUPPLY CHAIN MANAGEMENT
William C. Copacino: Managing Partner, Andersen Consulting
  Integrated Logistics Management
Integrated Supply Chain Management
The Opportunity
The Benefits
The Pathway to Integrated Logistics
Summary
Chapter Seventeen - ONLY THE BEST: HOW QUALITY SYSTEMS GOVERN CHANGE
Donald L. Weintraub: Sr. VP, ODI
  Continual Change
Marketing Change
TQM: An Attractive Candidate for Change
Success Stories
Conclusion
Chapter Eighteen - ALIGNING OPERATIONSWITH CHANGE STRATEGIES: THE OPERATIONS BLUEPRINT
Thomas G. Gunn: President, Gunn Associates, Inc.
  Creating the Linkage to Functional Strategy
Step 1: Establishing the Planning Frame of Reference
Step 2: Planning
Step 3: Obtaining Understanding and Commitment
Step 4: Pulling the Performance Improvement Program Together
Step 5: Understanding the Hierarchy of Business Needs
Step 6: Rationalizing the Operations Improvement Plan
Step 7: Making Planning Linkages Explicit
Step 8: Getting People Behind the Operations Improvement Program
Chapter Nineteen - INFORMATION TECHNOLOGIES TO MANAGE THE NEXT DYNAMIC
Donald J. Kabat: Partner, Andersen Consulting
  What to Think about in Aligning Technology Systems
Lessons from the Past!
Change Readiness (the Potential for Anticipating, Responding to, and Sustaining Change)
Leadership
Integrated Technology Change Process
Communication
What Your Technology Change Process Entails
Technology Assimilation
Technology Alignment: A Continuous Process
Role of Technology in Facilitating Work Force Performance
When to Reegnineer the Technology Function
Chapter Twenty - THE CHANGE-RESPONSIVE OFFICE
Robert P. Breading and Germaine Hall: H2L2 Architecture Design
  Facilitating Change in the Information Age
Building Systems in the Information Age
Requirements for the Change-Oriented Office
Future Direction
Management Culture and the Changing Office
What Can the Executive Do to Achieve the Optimal Office?
Part C Culture
Chapter Twenty-One - THE NEXT GENERATION OF FIRE WALKERS
Daryl R. Conner: President, ODR
  The Speed of Change
Future Shock is Here
Saturated Sponges
Resilience is the Key
Two Orientations to Change
The Five Basic Characteristics of Resilience
Chapter Twenty-Two - THE RIGHT STUFF FOR THE NEXT DYNAMIC
Lyle M. Spencer, Jr., Ph.D: President, McBer & Company
  Introduction
Definition of a Competency
Organizational Change = People Changes
Competencies Important in the Future
Identifying Competencies Needed to Support Specific Organizational Changes
Assessing Competencies for Change
A Competency-Based Human Resource Systems Approach to Change
Summary
Chapter Twenty-Three - CRITICAL ELEMENTS OF ORGANIZATIONAL CULTURE CHANGE
W. Warner Burke, Ph.D.: President, W. Burke Associates, Inc.
  The Burke-Litwin Model of Organizational Performance and Change
Using the Model: Data Gathering and Analysis
Change at British Airways
Conclusion
Chapter Twenty-Four - CULTURAL CHANGE AND CORPORATE STRATEGY
Robert L. Laud: Associate Partner, Andersen Consulting
  Introduction
Culture and Adaptation Strategy
Winning Organizations and the Culture-Effectiveness Linkage
The Missing Strategic Element in the Product Life Cycle: Corporate Culture
Change Strategies and the Change Effort Curve
Organization Diagnosis and Cultural Change
Conclusion
Chapter Twenty-Five - MAKING CULTURE CHANGE HAPPEN
Craig E. Schneier: President, Craig E. Schneier Associates and
Richard w. Beatty, Ph.D: Prof., Institute of Management and Labor Relations, Rutgers University
  The Change Imperative
Structure Change Alone Fails
Change in Vision, Values, and Strategy Alone Fails
Implementing Successful Change: Structures, Systems, and Skills
Western Company: Systems, Structure, and Skills Lag Change Efforts
Southern Company: Systems, Structure, and Skills Lead Culture Change Efforts
A Culture Change Model
Critical Success Factors
Culture Change and Structure Change
Culture Change and People Systems Change
Culture Change and Skills Change
Culture Change: What We Know Works
Conclusion
Chapter Twenty-Six - THE PEOPLE FACTOR
Terry L. Bowman: President, Global Concepts, Inc.
  Think Horizontally - Not Vertically
Alignment of What Should Be and What Is!
A New Approach
Finding the Best of the Best
Chapter Twenty-Seven - THE KEY TO CORPORATE SURVIVAL: CHANGE BEGINS AND ENDS WITH PEOPLE
Marti Smye and Robert Cooke: People Tech Consulting, Inc.
  How to Implement Change Successfully at the Organizational Level
The Importance of Groups to Successful Change Implementation
The Key to Successful Change: The Individual
Conclusion
Chapter Twenty-Eight - HUMAN RESOURCE PLANING AND CHANGE
Dave Ulrich, Ph.D: School of Business, University of Michigan
  Rationale for Human Resource Planning
Framework for HRP
HTR Choices to Accomplish Change
Application of the HRP Framework to Business Change
HRP: Conclusions for a Synthesis
Chapter Twenty-Nine - THE ETHICS OF CHANGE
Keith T. Darcy: President, The Leadership Group, Inc.
Part D Compensation
Chapter Thirty - ALIGNING BUSINESS AND PAY STRATEGY
Lance A. Berger: CEO, LBA Consulting Group
  Out of the Scientific Realm
Linking Process to Strategy
Business Planning
Organization Planning
Culture/Human Resource Planning
Chapter Thirty-One - REWARDS FOR EXECUTING CHANGE
Robert P. McNutt: E.I. duPont de Nemours & Company and
Bruce I. Spiegel: William M. Mercer, Inc.
  Introduction
Phase 1: Background Review
Phase 2: Subjective Assessment
Phase 3: Measurement
Phase 4: Realignment
Conclusion
Background Review
Measurement
Realignment
Chapter Thirty-Two - COMPENSATION AS A CHANGE STIMULUS
Edward J. Giblin, Ph.D: Consultant
  Corporate Entitlements
Compensation Systems for Reinforcing Organizational Change
Lessons to Be Learned
Key Concepts
Synopsis of Programs
These Programs Aren't Mutually Exclusive
Chapter Thirty-Three - A NIMBLE COMPENSATION SYSTEM FOR MANAGING CHANGE
Martin G. Wolf, Ph.D.: President, MAS Management Advisory Services
  Background
PAR - P(erformance) A(ssignment Level) R(esume Value)
Implementing PAR
In Conclusion
Chapter Thirty-Four - USING EXECUTIVE COMPENSATION TO PROMOTE CHANGE
Johannes M. Pennings, Ph. D.: Prof. of Management, Wharton School, University of Pennsylvania
  Compensation and Change
Conceptual Issues in Executive Compensation
Measurement of Performance and Change
Strategic Change as Impetus for Executive Compensation
Pay, Change, and Discretion to Change
Compensation Norms in Industries and Executive Labor Markets
Executive Pay and Strategic Change
Agency Theory
Discussion
Organizational Life Cycles
International Differences
Conclusion
______________________________________________
Lance A. Berger & Associates, Ltd.
17 Courtney Circle
Bryn Mawr, PA 19010
(610) 525-5332
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