Change Management
Four Major Problems in Change Management
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Typical Improvement Actions
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Improvement Agenda
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Assessment Management
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The Initial Decision Matrix
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Organizational Practices in the Five Phases of Growth
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Imaginary Organization and Relationship Marketing - Two Perspectives
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Imaginary Organizations and Some Related Concepts
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Business Engineering Model Applied to Business Networking
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Major Strategy Decision
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Virtual Organizations and Virtual Cultures
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Models of Virtuality
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Virtual Alliance Models
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Virtual Organizations Change Model (VOCM)
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Greiner's Five-Phase Growth Model
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Responding to Uncertainty - The Organization Design Options
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Characteristics of Slow-Moving Versus Fast-Paced Organizations
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Six Strategies for Getting up to Speed
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Workshops are Crucial to Successful Speed Programs
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The Building Blocks for Cultural Change
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Driving Organizational Speed
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Measuring Speed Over Time
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Six Principles of Agility
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Two Tools Used to Prioritize Initiatives
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Multi-Criterion Decision Analysis
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The Anatomy of an Agile Agency
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The Dynamics of Agility
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Performance Versus Perceived Importance for Key Aspects of Agility
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Shaping the Case for Change
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Top Team Change Readiness Diagnostic Dimensions
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Three Steps of Values Due Diligence
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The Set Up
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Booz Allen’s Change Approach
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Comprehensive Strategy-Based Transformation Approach
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Change Leaders’ Message to the Institution
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Organizational Reach of Change Program
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Attacking the Cultural Center
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Change Management Approach Phase
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The Pathway to Performance
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Cultivating Champions of Change
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Managing Change and Learning as an Integrated Process
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Increasing the Organization’s Capacity to Improve
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Two Approaches to Business Process Improvement
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Paradigms: Organizational DNA
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The Sustainable Development Pathway
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The Sustainable Development Playing Field
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A Range of Approaches to Sustainable Development
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Typical Distribution of Responses to Change
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Capability Maturity Hierarchy
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Evolution of Best Practices Thinking
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Best Practices Opportunities Arise Across the Entire Business
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Booz-Allen Approach to Best Practices Transfer
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Mapping Strategic Imperatives to Best Practices Enablers
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The Four Elements of Transformation
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Transformation Often Requires Dramatic Cultural Changes
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