Roberto Goizueta

It is extremely important that you show some insensitivity to your past in order to show the proper respect for the future.

Lawrence Bossidy

Show me a great company and I’ll show you one that has radically changed itself and is looking forward to the opportunity of doing so again.

Leading Change

Harvard Business School professor Kotter (A Force for Change) breaks from the mold of M.B.A. jargon-filled texts to produce a truly accessible, clear and visionary guide to the business world’s buzzword for the late ’90s – change. In this excellent business manual, Kotter emphasizes a comprehensive eight-step framework that can be followed by executives at all levels. Kotter advises those who would implement change to … [ Read more ]

Rayona Sharpnack

Most change programs inside of companies don’t work because they address content (the knowledge, structure, and data in a company) or process (the activities and behaviors), but they never address the context in which both of those elements reside. The source of people’s action isn’t what they know but how they perceive the world around them…Context can be an individual’s mind-set or the organizational culture. … [ Read more ]

Your Job Is Change

When change programs are doomed before they start … When old leaders are stumped by new challengers … When change itself is changing …

Ninth House Network

Recently named among the “Best of The Web” in corporate training by Forbes Magazine, Ninth House Network provides one of the leading broadband e-learning environments for organizational development. Partnering with respected business thought leaders such as Tom Peters, Ken Blanchard, Larraine Segil, Peter Senge and others, transformation is the keyword for the services and products Ninth House offers. All are geared to help companies achieve … [ Read more ]

Practical Radicals

You know the sort: They operate deep within big companies, well beneath the cultural radar, and are practically invisible to the top brass. Employing many different styles and strategies, typically waging small battles rather than epic wars, they work slowly to change the rules.

It’s Lonely on the Edge

Every three months, 60 executives responsible for moving their companies into the Internet Economy gather to discuss challenges and frustrations. This group offers a remarkable window into what it takes to transform a big company into a Net company.

Leadership in a Complex Environment

excerpts from Chapter 10 of the book, ‘Shaping the Adaptive Organization: Landscapes, Learning and Leadership in Volatile Times’ offers 10 activities that leaders of organizations can emphasize to help shape a coherent environment that can handle constant and significant change and thereby achieve breakthroughs.

Wharton Center for Leadership and Change Management

An independently managed web site of the Wharton School dedicated to building basic and practical understanding of leadership and change

Learning for a Change

10 yrs ago, Peter Senge introduced the idea of the “learning organization.” In this interview he updates that idea focusing on obstacles to change and discusses the current “company as a machine” mentality and the more realistic “companies as living organisms” model. Other topics discussed include: initiate change by starting small; change through personal growth; definition of leadership; self-reinforcing factors and 10 “challenges … [ Read more ]

The Keys To E-Transformation

You need all five of these critical factors to deliver sustainable growth to your company

Rules for Radicals

four rules for aspiring radicals


From the experiences of dozens skilled at making change happen, we’ve compiled a handbook — 10 Laws of Change that you can use to gauge your development as a change agent in an era of total change.

Conceptual Re-engineering at Nissan

Robert J. Thomas, president and chief executive at Nissan, took time out to asses what he knew about the car business and where it is going. The result has been a radical rethinking of the business. Nissan is now in the midst of a major sea of change, entailing an internal shift from a business with a manufacturing mind-set to a marketing-oriented company that puts … [ Read more ]

Process Re-engineering at GTE: Milestones on a Journey Not Yet Completed

In this inside look at a process re-engineering program, Charles R. Lee, the chairman and C.E.O. of the GTE Corporation, describes the radical changes being made at the company’s Telephone Operations unit in anticipation of open competition in the telecommunications industry. In an accompanying piece, re-engineering guru Michael Hammer provides his expert view on GTE’s progress.

Partnering for Results: A Case Study of Re-engineering, the Corning Way

How do you institute real change while preserving a company’s culture? Corning Incorporated did it by starting at the top and by creating a partnership to transform itself through a comprehensive reassessment of its existing costs and hopes for growth.