Peter L. Brill - The Four Levers of Corporate Change

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Page iii The Four Levers of Corporate Change PETER L. BRILL AND RICHARD WORTH amacom American Management Association New York Atlanta Boston Chicago Kansas City San Francisco Washington, D.C. Brussels Mexico City Tokyo Toronto

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title	:	The Four Levers of Corporate Change
author	:	Brill, Peter L.; Worth, Richard.
publisher	:	AMACOM Books
isbn10 | asin	:	0814403395
print isbn13	:	9780814403396
ebook isbn13	:	9780585027678
language	:	English
subject	Organizational change.
publication date	:	1997
lcc	:	HD58.8.B753 1997eb
ddc	:	658.4/06
subject	:	Organizational change.

Page iv This book is available at a special discount when ordered in bulk quantities. For information, contact Special Sales Department, AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. This publication is designed to provide accurate and authoritative information in regard to the subject matter covered. It is sold with the understanding that the publisher is not engaged in rendering legal, accounting, or other professional service. If legal advice or other expert assistance is required, the services of a competent professional person should be sought. Library of Congress Cataloging-in-Publication Data Brill, Peter L. The four levers of corporate change / Peter L. Brill and Richard Worth. p. cm. Includes index. ISBN 0-8144-0339-5 1. Organizational change. I. Worth, Richard. II. Title. HD58.8.B753 1997 658.4'06dc2097-9320 CIP 1997 Peter L. Brill and Richard Worth All rights reserved. Printed in the United States of America. This publication may not be reproduced, stored in a retrieval system, or transmitted in whole or in part, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of AMACOM, a division of American Management Association, 1601 Broadway, New York, NY 10019. Printing number 10 9 8 7 6 5 4 3 2 1

Page v Contents Foreword by Jerry Wind, the Wharton School vii Preface ix Part One: A Framework for Change 1 1 There's No Silver Bullet 3 2 Change Begins: Does It Always Take a Crisis? 17 3 The Limits of Ideals and Vision Statements 33 Part Two: The Four Levers 47 4 The Human Factor 49 5 The Uses of Power: Patterns of Failure and Success 68 6 Social Process: The Engine of Change 87 7 Dimensions of Leadership 107 Part Three: Ensuring Continued Success 127 8 Keeping Change on Course: Identification and Alignment 129 9 Making Change Work 149 Bibliography 165 Index 169

Page vii Foreword In 1492, when Columbus set out across the Atlantic Ocean and landed in a new world, his voyage changed the perspective and literally broadened the horizon of every European. Almost overnight, trade routes had to be redrawn, power began shifting from the Mediterranean to the countries on the Atlantic seaboard closest to the Americas, and great riches began flowing onto the continent from places with unusual sounding names like Pitosi and Tenochtitln. In many ways, the corporate leader with a new vision is like Columbus and the other explorers who came after himpeople who change perceptions. But it isn't easy. For years, no one was willing to finance Columbus's voyages; and it was only his sheer persistence that finally enabled him to transform his vision into reality. Today's corporate leaders face similar problems when they try to implement their vision of change. Change forces employees to shift paradigms because it upsets the tried and true ways of doing things; it produces anxiety and stress by requiring employees to learn new skills and deal with unfamiliar situations; it also threatens many employees by upsetting traditional power relationships and lines of authority. Is it any wonder, then, that as a leader announces a new change initiative, managers smile and nod their heads approvingly, only to return to their offices and sit on their hands? Is it also any wonder that so many change efforts fail? Suppose you run a large manufacturing firm. Business has been declining recently because competitors have been introducing new products into the marketplace much faster than your company and luring away customers. You have some specific ideas for reversing this trend, so you call together your management team to discuss them. During the meeting, several of your department heads express strong support for your proposals, but there are two key players who seem less than enthusiastic. The Vice President for Operations sits silent and stone-faced throughout the entire discussion. And the head of MIS, while agreeing that a change

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