HM00300292
RAPID TRANSFORMATION
By Ann Livermore, Safra Catz

Program Highlights
~ Key steps common to companies who have succeeded in rapid transformation.
~ What is the role of the leader, and how does an organization get started?
~ Why is speed important, even if an organization is doing well?

Most companies that attempt fundamental transformation fail. From a ten-year study of over 500 firms, Professor Tabrizi found the successful ones share common practices: from creating an initial sense of urgency and top-down alignment, to building cross-functional teams with the stamina to "reassemble a flying plane," to committing to ruthless operational execution and dramatic cultural change.

Hewlett-Packard and Oracle had unique transformation goals yet shared common practices. H-P's top management set goals, timetables, and performance expectations for a multi-pronged overhaul of its operating model, capital structure, R&D investment, and IT infrastructure. Oracle's transformation from an amalgam of seventy "little companies" to an integrated, cost-efficient structure was launched with a top-down sense of urgency, coupled with changes in performance incentives to get employees on board.
DVD
62 minutes
2008
 
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