DEENGINEERING THE CORPORATION:
Leading Growth from Within

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

Growth is the single most important and personal theme voiced by business leaders as they prepare their organizations, their employees, and themselves to create and sustain a competitive advantage in the 21st Century. Sustaining a competitive advantage will only be achieved by demonstrating leadership in four aligned areas: strategy, operations, culture, and rewards. Organizations and individuals must now be prepared to take charge of their own destinies in order to drive growth rather than to continue to depend on outside experts expounding cure-all fads. The degree to which an organization succeeds in implementing its own "leadership strategy" will determine how well it survives and prospers.

But before any leadership strategy can be implemented, an organization must execute the following four actions:

• Take back control of your organization.
• Eliminate the residue of failed and unfulfilled change initiatives that restrict growth.
• Focus on the basic foundations of both management and leadership.
• Build a change-responsive organization through developing change-responsive people.
  

The above actions define "deeingineering" - the path towards creating and sustaining organizational growth.

Deengineering The Corporation presents a clear, simple, and flexible guide to implementing a leadership strategy for growth. The book is replete with the success stories of strong, favorable role models with whom the reader can identify, as well as case histories that demonstrate "deengineering" principles in action. The experiences of the authors, and over twenty contributors, offer unique insider information that brings home the message of leading growth from within in a practical, easy-to-follow manner.