個案總覽

Ask any CEO who has overseen a corporate transformation what should have been handled differently, and you are likely to get this answer: "We should have - and could have - moved faster." Such executives have a long list of regrets: They wish they had unified the leadership team right away. They wish they had quickly drummed up support for the new vision. They wish they hadn't waited so long to test their assumptions and refine their key initiatives. And they wish they had generated visible returns early on. Transformation launches must be bold and rapid to succeed. Yet embedded in most organizations are six kinds of "speed brakes" that can slow things down to a grinding pace. During business-as-usual periods, these brakes may be irritating, but their effects on performance are reasonably benign. When a bold transformation is required, however, any one of them can derail the larger effort. To accelerate transformations, managers need to release each of the following brakes, in this order. Speed Brake #1: Cautious management culture-To address this problem, compel all executives to confront reality and agree on ground rules for working together. Speed Brake #2: Business-as-usual management process-Run a no-slack launch on a parallel track with other systems; secure early, visible victories. Speed Brake #3: Initiative gridlock-Limit the company to three or four initiatives. Speed Brake #4: Recalcitrant executives-Compress launch to quickly engage key executives and to identify and confront those not on board. Speed Brake #5: Disengaged employees-Rapidly cascade the changes to all employees to boost engagement. Speed Brake #6: Loss of focus during execution-Anticipate and defuse postlaunch blues, midcourse overconfidence, and the presumption of perpetual motion.

Orients the student to the film "Twelve O'Clock High." Contains a list of the characters and exhibits summarizing the evolution of the organization structure of the 918th bomber group during the film. Also provides for student note taking on various stages in the process of organizational change used by Frank Savage to turn around the performance of the 918th. Movie distributed by Films, Inc.