Building Organizational Capacity for Change is an eleven-chapter book written by William Q. Judge, Jr., the E.V. Williams Chair of Strategic Leadership and Professor of Strategic Management at the College of Business & Public Administration at Old Dominion University. The book was published by Business Expert Press in February of 2011. Composed of three sections, the text explores methods for building an organization's capacity for change, an eight-dimensional dynamic capability that helps leaders more effectively prepare their entire organization, from frontline employees to senior management, to better anticipate and adapt to change. The author argues that this proactive strategy, as opposed to reacting to change, unleashes an organization's creative potential while maintaining accountability, clarifies the roles of each employee in the change process while enhancing organizational flexibility, aligns organizational systems to facilitate change, and builds the organization's leadership pipeline for the future. Chapter Three discusses the first of the eight dimensions of organizational capacity for change: trustworthy leadership. The author argues that a leader's authority and charisma are not enough to enable effective organizational change; leaders must also exude both competency and trustworthiness to the rest of the organization. Seven behavioral principles for earning trust are introduced for leaders of organizations seeking to make themselves more capable of change.
Building Organizational Capacity for Change is an eleven-chapter book written by William Q. Judge, Jr., the E.V. Williams Chair of Strategic Leadership and Professor of Strategic Management at the College of Business & Public Administration at Old Dominion University. The book was published by Business Expert Press in February of 2011. Composed of three sections, the text explores methods for building an organization's capacity for change, an eight-dimensional dynamic capability that helps leaders more effectively prepare their entire organization, from frontline employees to senior management, to better anticipate and adapt to change. The author argues that this proactive strategy, as opposed to reacting to change, unleashes an organization's creative potential while maintaining accountability, clarifies the roles of each employee in the change process while enhancing organizational flexibility, aligns organizational systems to facilitate change, and builds the organization's leadership pipeline for the future. Chapter Four discusses the second of the eight dimensions of organizational capacity for change: trusting followers. Building from the previous chapter on trustworthy leadership, the author examines the importance of effective "followership" and the overall level of trust held by employees within an organization to facilitate capability for change. Seven behavioral principles, or practices for building trust among employees, are introduced.
Building Organizational Capacity for Change is an eleven-chapter book written by William Q. Judge, Jr., the E.V. Williams Chair of Strategic Leadership and Professor of Strategic Management at the College of Business & Public Administration at Old Dominion University. The book was published by Business Expert Press in February of 2011. Composed of three sections, the text explores methods for building an organization's capacity for change, an eight-dimensional dynamic capability that helps leaders more effectively prepare their entire organization, from frontline employees to senior management, to better anticipate and adapt to change. The author argues that this proactive strategy, as opposed to reacting to change, unleashes an organization's creative potential while maintaining accountability, clarifies the roles of each employee in the change process while enhancing organizational flexibility, aligns organizational systems to facilitate change, and builds the organization's leadership pipeline for the future. In Chapter Five, the author explores the third dimension of organizational capacity for change: capable champions, or individuals who drive the change initiatives within an organization. The author argues that it is these misfit natures of these corporate-entrepreneurs' that drive change successfully. Seven behavioral principles for cultivating change champions are introduced.
Building Organizational Capacity for Change is an eleven-chapter book written by William Q. Judge, Jr., the E.V. Williams Chair of Strategic Leadership and Professor of Strategic Management at the College of Business & Public Administration at Old Dominion University. The book was published by Business Expert Press in February of 2011. Composed of three sections, the text explores methods for building an organization's capacity for change, an eight-dimensional dynamic capability that helps leaders more effectively prepare their entire organization, from frontline employees to senior management, to better anticipate and adapt to change. The author argues that this proactive strategy, as opposed to reacting to change, unleashes an organization's creative potential while maintaining accountability, clarifies the roles of each employee in the change process while enhancing organizational flexibility, aligns organizational systems to facilitate change, and builds the organization's leadership pipeline for the future. Chapter Six explores the fourth of the eight dimensions of organizational capacity for change: involved midmanagment. The author, challenging current management trends of mid-level reduction, examines the often over-looked and crucial roles that middle management can play within a change-capable organization. Strategies for involving and better utilizing middle managers are discussed. Six behavioral principles for increasing midmanager involvement in change are introduced.
Building Organizational Capacity for Change is an eleven-chapter book written by William Q. Judge, Jr., the E.V. Williams Chair of Strategic Leadership and Professor of Strategic Management at the College of Business & Public Administration at Old Dominion University. The book was published by Business Expert Press in February of 2011. Composed of three sections, the text explores methods for building an organization's capacity for change, an eight-dimensional dynamic capability that helps leaders more effectively prepare their entire organization, from frontline employees to senior management, to better anticipate and adapt to change. The author argues that this proactive strategy, as opposed to reacting to change, unleashes an organization's creative potential while maintaining accountability, clarifies the roles of each employee in the change process while enhancing organizational flexibility, aligns organizational systems to facilitate change, and builds the organization's leadership pipeline for the future. Chapter Seven focuses on the fifth of the eight dimensions of organizational capacity for change, systems thinking. The author explains the concept of systems (def. from book: a network of interdependent components that work together to try to accomplish a common aim) as they apply to organizations, and then explores methods for thinking about, or navigating through, these systems. The relationship between systems thinking and organizational change is discussed. Organizational learning disabilities, what the author calls "delusions," are identified; and seven behavioral principles, or practices for building systems thinking within organizations, are introduced.
Building Organizational Capacity for Change is an eleven-chapter book written by William Q. Judge, Jr., the E.V. Williams Chair of Strategic Leadership and Professor of Strategic Management at the College of Business & Public Administration at Old Dominion University. The book was published by Business Expert Press in February of 2011. Composed of three sections, the text explores methods for building an organization's capacity for change, an eight-dimensional dynamic capability that helps leaders more effectively prepare their entire organization, from frontline employees to senior management, to better anticipate and adapt to change. The author argues that this proactive strategy, as opposed to reacting to change, unleashes an organization's creative potential while maintaining accountability, clarifies the roles of each employee in the change process while enhancing organizational flexibility, aligns organizational systems to facilitate change, and builds the organization's leadership pipeline for the future. In Chapter Eight, the author discusses the sixth of the eight dimensions of organizational capacity for change: communication systems. The author explores how effective communication systems create and facilitate systematic knowledge within organizations. He then examines the different roles communication systems play in fostering organizational change. Seven practices for enhancing an organization's communication system are introduced.
Building Organizational Capacity for Change is an eleven-chapter book written by William Q. Judge, Jr., the E.V. Williams Chair of Strategic Leadership and Professor of Strategic Management at the College of Business & Public Administration at Old Dominion University. The book was published by Business Expert Press in February of 2011. Composed of three sections, the text explores methods for building an organization's capacity for change, an eight-dimensional dynamic capability that helps leaders more effectively prepare their entire organization, from frontline employees to senior management, to better anticipate and adapt to change. The author argues that this proactive strategy, as opposed to reacting to change, unleashes an organization's creative potential while maintaining accountability, clarifies the roles of each employee in the change process while enhancing organizational flexibility, aligns organizational systems to facilitate change, and builds the organization's leadership pipeline for the future. Chapter Nine discusses the seventh of the eight dimensions of organizational capacity for change, having an accountable culture. The author explores what it means to have a culture where there are consequences for employees who succeed or fail. The relationship between organizational culture and accountability is then examined. Seven practices for increasing accountability within organizations are introduced.
Building Organizational Capacity for Change is an eleven-chapter book written by William Q. Judge, Jr., the E.V. Williams Chair of Strategic Leadership and Professor of Strategic Management at the College of Business & Public Administration at Old Dominion University. The book was published by Business Expert Press in February of 2011. Composed of three sections, the text explores methods for building an organization's capacity for change, an eight-dimensional dynamic capability that helps leaders more effectively prepare their entire organization, from frontline employees to senior management, to better anticipate and adapt to change. The author argues that this proactive strategy, as opposed to reacting to change, unleashes an organization's creative potential while maintaining accountability, clarifies the roles of each employee in the change process while enhancing organizational flexibility, aligns organizational systems to facilitate change, and builds the organization's leadership pipeline for the future. In chapter ten, the author explores the eighth and final dimension of organizational capacity for change: having an innovative culture. Building from chapter nine, he argues that organizations must balance accountability with innovation to best manage change. The aspects of an organizational culture that facilitates innovation are explored, and seven practices for enhancing organizational innovation are introduced.
Building Organizational Capacity for Change is an eleven-chapter book written by William Q. Judge, Jr., the E.V. Williams Chair of Strategic Leadership and Professor of Strategic Management at the College of Business & Public Administration at Old Dominion University. The book was published by Business Expert Press in February of 2011. Composed of three sections, the text explores methods for building an organization's capacity for change, an eight-dimensional dynamic capability that helps leaders more effectively prepare their entire organization, from frontline employees to senior management, to better anticipate and adapt to change. The author argues that this proactive strategy, as opposed to reacting to change, unleashes an organization's creative potential while maintaining accountability, clarifies the roles of each employee in the change process while enhancing organizational flexibility, aligns organizational systems to facilitate change, and builds the organization's leadership pipeline for the future. Chapter 11 concludes to book by examining organizational capacity for change in a larger picture. The author explores how organizations have become central components to society, and then breaks the eight dimensions of organizational capacity for change into four, more relative, organizational attributes. Two methods for assessing an organization's capacity for change are introduced.
This case addresses the theme of crisis leadership in a multinational enterprise in a powerful way, to help students internalize the critical challenges of a multinational company in an emerging market. In August 2007, a routine product feedback and defect analysis process identified a defective batch of batteries supplied by a Japanese vendor, Matsushita. India happened to be the recipient of the largest proportion of the defective batch. Nokia's corporate communications team, based in Finland, in cooperation with the Indian team, responded with a customary global product advisory. Instructions were made available on the Internet for customers to diagnose a defective battery and get a free replacement. Nokia was shocked to see the antagonistic response from the Indian press to the product advisory and the ensuing mayhem that spread quickly through the country. The head of Nokia India and his team had to act swiftly to preserve the company's hard-earned reputation and market share.Case A is set at a midnight strategy session at Nokia's Indian headquarters to chart the way forward. Case B is a short version of what actually happened: how Nokia and the team successfully steered the organization through the crisis and not only survived but also used the situation to create new organizational capabilities.
Shenzhen Development Bank, China's first publicly traded company, was undergoing the non-tradable share reform. Its current controlling shareholder, private equity firm Newbridge Capital LLC, needs to negotiate with its diverse minority shareholders to find a compromise on the terms of the conversion of the non-tradable shares held by Newbridge into tradable shares. Further delay in implementing this reform will put Shenzhen Development Bank into jeopardy as the bank will not be allowed to raise the additional capital it very much needed, but the negotiation between Newbridge and other shareholders was breaking down. The case discussed the non-tradable share reform in China, its causes and its implications, and from the perspective of one private equity play, discussed the issues of corporate governance, conflicts of interest, and the fiduciary duty of corporate managers in an emerging market.
The case asks students to formulate a strategy to respond to various competitive threats to its Pureit Water purifier, launched in 2008, targeted at millions of low-income Indian consumers who did not have access to safe drinking water. The case describes in detail the product development and launch process that required HUL, the $3.5 billion Indian subsidiary, to innovate on many different fronts. It details competitive actions since the launch to set the stage for what the company should do next.
This note summarizes the four major changes affecting corporate governance that were made by the Dodd-Frank Act of 2010. These changes relate to: advisory notes by shareholders, refinements to board structure, non-disclosure on compensation and tightening up of certain enforcement provisions.
Change is hard for all but perhaps more difficult for school leaders and other nonprofit organizations. The role that culture plays in a mission-driven organization can often be an impediment to change. This case uses a unique education institution, St. Martin dePorres School of the Cristo Rey Network, to illustrate the importance of culture in implementing change. It demonstrates how leaders can articulate a vision and create a strategy to change an organization and move toward success. The case focuses on the leadership team of Principal Mike Odiotti and Assistant Principal Judy Seiberlich and how they used cultural change as the key driver to school success. That success was defined by improved academic performance, greater accountability for students, teachers and staff and stronger empowerment of constituents. It includes an overview of how the school's leadership team used data to drive decision making. This case is ideal for MBA students, executives in nonprofit management or school leadership and can be used to illustrate change management, nonprofit leadership, culture change, mission-driven strategy or school leadership. It addresses critical issues that organizations face and provides tools and tactics that can be applied to mission-driven enterprises.
Change is hard for all but perhaps more difficult for school leaders and other nonprofit organizations. The role that culture plays in a mission-driven organization can often be an impediment to change. This case uses a unique education institution, St. Martin dePorres School of the Cristo Rey Network, to illustrate the importance of culture in implementing change. It demonstrates how leaders can articulate a vision and create a strategy to change an organization and move toward success. The case focuses on the leadership team of Principal Mike Odiotti and Assistant Principal Judy Seiberlich and how they used cultural change as the key driver to school success. That success was defined by improved academic performance, greater accountability for students, teachers and staff and stronger empowerment of constituents. It includes an overview of how the school's leadership team used data to drive decision making. This case is ideal for MBA students, executives in nonprofit management or school leadership and can be used to illustrate change management, nonprofit leadership, culture change, mission-driven strategy or school leadership. It addresses critical issues that organizations face and provides tools and tactics that can be applied to mission-driven enterprises.
The New York City Department of Health and Mental Hygiene's Physical Activity and Nutrition Program needed to come up with an innovative solution to the many health problems, such as obesity, diabetes, and heart disease that plagued residents of poorer areas in the city, while increasing economic opportunity for neighborhood residents. The result was the launching of Green Carts, a new mobile food vending initiative to support the introduction of healthier food options to residents of "food deserts" in New York City boroughs. The challenge was navigating the diverse landscape of players and engaging all of the relevant stakeholders to come up with a solution that was both feasible and sustainable. This case exemplifies the how partnership and strategic alliances can be used to have significant social impact. The beauty of this example is that it simultaneously addresses two large social issues: 1) access to healthy food options in urban food deserts and 2) creating self-employment opportunities for members of disadvantaged communities. This case also illustrates how the public sector can act as social innovators.
The New York City Department of Health and Mental Hygiene's Physical Activity and Nutrition Program needed to come up with an innovative solution to the many health problems, such as obesity, diabetes, and heart disease that plagued residents of poorer areas in the city, while increasing economic opportunity for neighborhood residents. The result was the launching of Green Carts, a new mobile food vending initiative to support the introduction of healthier food options to residents of "food deserts" in New York City boroughs. The challenge was navigating the diverse landscape of players and engaging all of the relevant stakeholders to come up with a solution that was both feasible and sustainable. This case exemplifies the how partnership and strategic alliances can be used to have significant social impact. The beauty of this example is that it simultaneously addresses two large social issues: 1) access to healthy food options in urban food deserts and 2) creating self-employment opportunities for members of disadvantaged communities. This case also illustrates how the public sector can act as social innovators.
Atari, a maker of video games, went through several owners over the years winding up controlled by Infogrames, a French publisher of video games. Infogrames later sold Atari shares in a secondary public offering, eventually reducing the parent's share to 51.6 percent by September 2005 creating a complicated two-tier ownership structure. Two levels of management made it difficult to get things done. The financial structure was a problem for Infogrames because the French company had to consolidate 100 percent of Atari's results even though it only owned 51 percent of the company. Atari was generating substantial losses, had defaulted on its debt, and was faced with the possibility of filing for bankruptcy without more working capital. The independent directors of Atari, when confronted with an unsolicited Infogrames buyout offer, had several options: (1) agree to the $1.68 offer (take the money and run); (2) pursue a white knight (a buyout from another investor of company that would be willing to pay a higher price and invest working capital); (3) file a lawsuit to stop the takeover to buy time or perhaps force Infogrames to increase its offer.