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- catalog abstract "In the face of intensive competition and rapid change, companies are challenged to rapidly develop new strategies and then realign or change their organizations to fit the new strategies. Unfortunately, many companies do not have the organizational capabilities to implement new strategies or the capabilities to learn what changes are needed, and to make them. Twelve top management teams at the business unit and corporate level engaged jointly with the authors in implementing an organizational action learning process called Building Organizational Fitness. The process consistently surfaced six barriers we call the ₃silent killers.₄ We called them silent killers because they are known to everyone in the organization but difficult to surface, discuss, and change. This paper describes these fundamental management barriers and argues that they represent natural stress points hierarchical organizations face as they make an effort to become more responsive and adaptive to external demands. The paper argues that it is far more preferable for top teams to confront these barriers then to avoid them, a typical response that prevents adaptation. Replacement of top teams, a typical result of avoidance, while effective in improving immediate performance, does not build the organizations capability to learn.".
- catalog contributor b11742784.
- catalog contributor b11742785.
- catalog contributor b11742786.
- catalog created "c2000.".
- catalog date "2000".
- catalog date "c2000.".
- catalog dateCopyrighted "c2000.".
- catalog description "In the face of intensive competition and rapid change, companies are challenged to rapidly develop new strategies and then realign or change their organizations to fit the new strategies. Unfortunately, many companies do not have the organizational capabilities to implement new strategies or the capabilities to learn what changes are needed, and to make them. Twelve top management teams at the business unit and corporate level engaged jointly with the authors in implementing an organizational action learning process called Building Organizational Fitness. The process consistently surfaced six barriers we call the ₃silent killers.₄ We called them silent killers because they are known to everyone in the organization but difficult to surface, discuss, and change. This paper describes these fundamental management barriers and argues that they represent natural stress points hierarchical organizations face as they make an effort to become more responsive and adaptive to external demands. The paper argues that it is far more preferable for top teams to confront these barriers then to avoid them, a typical response that prevents adaptation. Replacement of top teams, a typical result of avoidance, while effective in improving immediate performance, does not build the organizations capability to learn.".
- catalog description "Includes bibliographical references (p. 26-28).".
- catalog extent "28 p. :".
- catalog isPartOf "Working paper (Harvard University. Graduate School of Business Administration. Division of Research) ; 00-076.".
- catalog isPartOf "Working paper / Division of Research, Harvard Business School ; 00-076".
- catalog issued "2000".
- catalog issued "c2000.".
- catalog language "eng".
- catalog publisher "[Boston] : Division of Research, Harvard Business School,".
- catalog title "Overcoming the "silent killers" to strategy implementation and organizational learning / Michael Beer and Russell Eisenstat.".
- catalog type "text".