"Through 18 brand new case studies this book shows how companies did not manage labor and customers as long as they did not need to. With competition becoming tougher and tougher, they tried to recover control, using more and more processes and reporting systems. The result is exactly the opposite: the more they rule, the more they lose control"--

Building on his previous book, The Customer's Victory, François Dupuy outlines ways to manage a change process. Using practical examples from new case studies and discussion of current theories of organizational change, this book explains how true organizational change can be effected in both private businesses and public organizations. With a strong pedagogical format, case studies and a helpful glossary of terms, this is an invaluable guide both for managers having to deal with change implementation and for students and researchers of change management.

This work describes and analyses how managers need to understand organizations in order to help them effectively implement the changes necessary to operate in today's competitive environment. Focusing on the need to cooperate, the author provides a diagnostic and a methodology that aims to show managers how to understand why people do what they do and how they can use this knowledge to implement organizational change.

Steering change is a major issue for managers today. But how do we develop the ability to control it, and not just become a spectator to it? Following on from the success of his previous books, The Customer's Victory and The Chemistry of Change, Francois Dupuy further develops his theories about the relationship between sharing knowledge and managing change. With a strong pedagogical format, new case studies and a helpful glossary, this is an invaluable guide both for managers having to deal with change implementation and for students and researchers of change management. MARKET 1: Researchers and postgraduate students of change management; Managers involved in implementing change - the book will be used as a support for seminars given by the author to executives on different campuses, mainly INSEAD in France and IU in the United States MARKET 2: Managers dealing with change implementation

Using 18 new cases this book shows that in the past companies did not manage labour or customers as long as they did not need to. Tougher competition has forced them to recover control using more processes and reporting systems. But the result has been the opposite: the more they rule, the more they lose control.

Steering change is a major issue for managers today. But how do we develop the ability to control it, and not just become a spectator to it? Following on from the success of his previous books, The Customer's Victory and The Chemistry of Change , Francois Dupuy further develops his theories about the relationship between sharing knowledge and managing change. With a strong pedagogical format, new case studies and a helpful glossary, this is an invaluable guide both for managers having to deal with change implementation and for students and researchers of change management.

Francois Dupuy's book describes and analyses how managers need to understand organisations in order to help them effectively implement the changes necessary to operate in today's competitive environment. Focusing on the need to cooperate, Dupuy provides a diagnostic and a methodology that shows managers how to understand why people do what they do and how they can use this knowledge to implement organisational change.

Following on from his previous book, The Customer's Victory , Francois Dupuy here outlines how to manage a change process. Using practical examples from new case studies and discussion of current theories of organisational change this book explains how true organisational change can be effected in both private businesses and public organisations. With a strong pedagogical format, case studies and a helpful glossary of terms, this is an invaluable guide both for managers having to deal with change implementation and for students and researchers of change management.

The insistence on UAVs in today's counter-insurgency (COIN) fight is monumental. The demand for UAVs exceeds supply and will continue to exceed it, even after the Services have built all of their programmed UAVs. Within this context and the context of pre-QDR 2010 roles and missions debate between the Services, the Services must achieve an optimal medium altitude UAV force balance in support of COIN operations. The Army's validated requirement and procurement of the MQ-1C Sky Warrior Extended Range Multi-Purpose (ER/MP) Unmanned Aerial System (UAS) fuels a possible dilemma that the Air Force faces: encroachment of the ground forces into the "USAF-owned" air domain versus optimal UAS support to the joint forces commander (JFC). Finding the right balance between directly supporting ground forces and employing Air Force capabilities in other operational areas is critical to achieving the JFC's desired end state and is best accomplished through a strategy framework of means, ways, and ends. The means are Air Force and Army UAVs; the ways are doctrine; and the ends are support to the JFC and to the warfighter. As long as the joint force maintains unity of command and unity of effort, and adheres to centralized control and decentralized execution, the Army's procurement and use of medium altitude UAVs for use in today's COIN fight does not change Air Force UAS force structure requirements. Consequently, JFC capability is increased and the Army gets more direct support.