Orchestrating programs of organizational transformation that result in sustained process improvement represents a difficult managerial challenge. Yet, ever-changing customer requirements, electronic partnerships, and increasingly complex intraorganizational arrangements are forcing many well-established firms to transform themselves from function-based forms of organization into process-based systems of managerial, task, and evaluative arrangements. Through a program of managed transformation, the In formation Services (IS) function at Bose Corporation has realized dramatic improvements in the delivery of information products/services and is now "charting the course" for a sustained process management view that will define and measure business relationships well into the next century. In contrast to many well-publicized programs of change, the drive toward sustained process improvement and innovation by Bose IS resembles an evolutionary model of organizational learning and information sharing rather than a revolutionary model of immediate and drastic transformation. This study describes the defining stages, key events, and obstacles of the road traveled by Bose IS in transforming itself from a corporate utility into an enterprise-wide source of process innovation and improvement.
Bose is a private corp – what would be different about a public org?
Evolutionary design vs. revolutionary design – what does this mean, really?
This is an experiment in organizational transformation that worked – what made this project a success?
This was enterprise wide transformation – more like a network than an instance., Interestingly enough, that’s what the PA model is going to – network building vs. single file solutions.
In this article, the author employs systems theory and organizational theory to illustrate how music education is an occupation instead of a profession and that most music educators think and function at the tactical level. The lack of a true education organization and career ladder for teachers, and that those operating at the tactical level control music education practice and the professional development of teachers keeps music education from developing strategic thinkers, becoming a profession, and meeting its social responsibility. The way to improve music education is to broaden the thought level of K-12 teachers during their preservice degree programs and nurture strategic thinking throughout their careers. The author provides a model of how this is being done in one program.
this article is about what stops people from being strategic thinkers
seems to be an organizational mindset, there's nowhere to go, and nothing to accomplish, how is this comparable to organizations?, it's happening at SBI
This article provides a historiographical analysis of major leadership and organizational development theories that have shaped our thinking about how we lead and administrate academic libraries. Drawing from behavioral, cognitive, systems, and complexity theories, this article discusses major theorists and research studies appearing over the past century. A complex systems framework is then proposed for future research on leadership and organizational development surrounding change in academic libraries and professional responsibilities.
This article is about first needing a major change, then fostering sustainable change.
Hoping to learn more change strategy.
Numerous, though not specifically listed in the abstract.
Leadership transitions offer high leverage opportunities to improve an organization's leadership and overall direction. if managed in ways that link strategic thinking, active executive search, and careful organizational development, leadership transitions can advance the purposefulness of the organization. People have a sense of backsliding around transitions with progress not anchored or locked in. New leaders did not honor sufficiently the achievements of their predecessors or build on them.
this is more on the topic of "sustainable change".
illustrates what usually happens during leadership change, and also the positive: what could happen.
strategies for capitalizing on leadership changes.