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Bookshelves abound with theoretical analyses, how-to guides, and
personal success stories by famous corporate leaders, public
officials, even athletic coaches, expounding on how to lead from
the top. But what about those in the middle who are increasingly
tasked with trying to reshape, reorient, or recreate the
capabilities of an organization?Leading Change from the Middle
takes you on the journeys traveled by Kurt Mayer, an information
technology executive in the Department of Defense trying to build a
new IT system in record time with limited resources, and Stephen
Wang, a mid-level leader in city government trying to build a
capability for supporting commercial agriculture. Kurt and Stephen
have to navigate complex organizational and stakeholder landscapes
in which they often have few decision rights and few resources a
common scenario for mid-level leaders. One succeeds; one does not.
While following Kurt and Stephen, the book introduces a new
approach for increasing the likelihood of successfully leading
change. This new approach breaks down into three core strategies:
First, identify all relevant stakeholders and partition them into
four categories: superordinates, subordinates, customers, and
complementors/blockers (those who control needed resources but over
whom the leaders have no authority). Second, for each stakeholder
category, identify Communications, Strategies, and Tactics
(referred to as CoSTS). Third, don't stimulate negative emotions
that make people DEAF Disrespect, Envy, Anger, and Fear to efforts
to produce change. As the book follows the journeys of Kurt and
Stephen, it walks through the details of each strategy. In
presenting this material in a concise, accessible, and applicable
format that translates theory to practice, Nickerson provides an
important service for leaders trying to build extraordinary
capabilities for their organizations from the middle.
Recent advances in Web 2.0 technology enable new leadership
processes and guidelines that can create great value for
organizations. In this important new book - the first title in the
new Brookings series on Innovations in Leadership - management
expert Jackson Nickerson proposes a combination of processes and
guidelines utilizing Web 2.0 technology, which he refers to as Web
2.1, that will not only lead and direct change in an organization
but actually accelerate it. He calls this set of processes and
guidelines "ChangeCasting," and it should be an important part of
any organization's leadership toolkit. Leading Change in a Web 2.1
World provides fresh insights into why people and organizations are
so difficult to engage in change. It explains how web-based video
communications, when used in accordance with ChangeCasting
principles, can be a keyway to building trust and creating
understanding in an organization, thereby unlocking and
accelerating organizational change. Nickerson introduces us to two
Fortune 1000 firms facing dire economic and competitive
circumstances. Both CEOs attempted extensive organizational change
using web-based video communications, but one used ChangeCasting
while the other did not - Nickerson details how ChangeCasting
produced positive financial results for the former. He also
discusses how ChangeCasting principles were used so successfully by
the Barack Obama presidential campaign in 2008. The insights
presented here will be invaluable to business executives, public
officials, students of management and organizations, and anyone who
needs to take organizational change from the drawing board to
successful implementation and replication.
Since the publication of Oliver Williamson's "Economic Institutions
of Capitalism" in 1985, new institutional economics approaches have
increasingly been used to understand strategic challenges.
"Economic Institutions of Strategy" (EIS) offers an interconnected
set of papers that reviews and extends the economic institutional
approach to business and corporate strategy bringing together the
disparate strands of new institutional economics-based strategy
research in a single comprehensive source. The contributors to this
volume focus on new institutional economics' insights regarding
diversification, alliances, franchising, geographic location,
innovation, and other strategic choices. Each contributor uses
either a single influential article - with excerpts reprinted - or
a survey of the literature to ask and answer three questions: What
is the current state of the art in new institutional economics'
contribution to fundamental strategic questions? Where has this
approach succeeded most, and what gaps remain?
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