What is corporate transformation and how can we define a successful one? The authors propose a definition based on behavioral changes throughout the organization and suggest a framework, built on their analysis of cases and interviews, for comparing transformations among firms.
1. C.J. Loomis, “Dinosaurs?,” Fortune, 3 May 1993, pp. 36–42.
2. See N. Tichy, Managing Strategic Change (New York: John Wiley, 1983);
N. Tichy and M. Devanna, The Transformational Leader (New York: John Wiley, 1986); and
R.M. Kanter, B. Stein, and T. Jick, The Challenge of Organizational Change (New York: Free Press, 1992).
3. See G. Hamel and C.K. Prahalad, “Strategic Intent,” Harvard Business Review, May-June 1989, pp. 63–76; and
C.K. Prahalad and G. Hamel, “The Core Competence of the Corporation,” Harvard Business Review, May-June 1990, pp. 79–91.
4. M. Miller and L. Hays, “IBM Posts $8.04 Billion 2nd-Period Loss, Halves Dividend, Plans 35,000 Job Cuts,” Wall Street Journal, 28 July 1993, p. A3.
5. P. Drucker, “A Turnaround Primer,” Wall Street Journal, 2 February 1993, p. A14.
6. Tichy and Devanna (1986).
7. M. Beer, R. Eisenstat, and B. Spector, “Why Change Programs Don’t Produce Change,” Harvard Business Review, November-December 1990, pp. 158–166.
8. Ibid., p. 159.