Managing Change: Cases and Concepts

Module One - Forces for ChangeCase: Innovation at the Lego GroupReading: The 12 Different Ways for Companies to InnovateCase: Change Classic: Changing the Culture at British AirwaysReading: Re-Energizing the Mature OrganizationCase: Nestlé's GlobeReading: Has Strategy Changed?Reading: Meeting the Challenges of Disruptive ChangeCase: GlaxoSmithKline and AIDS in South AfricaReading: Rethinking the Social Responsibility of Business: A Reason debate featuring Milton Friedman, Whole Foods' John Mackey, and Cypress Semiconductor's T.J. RodgersReading: The Collapse and Transformation of Our WorldModule Two - Changing the Game: From Vision to AdaptationPart 1 The Strategic ImperativesCase: Yinscape and YangsearchReading: The Vision ThingCase: Change Classic: Bob Galvin and Motorola, Inc.Reading: From Bogged Down to Fired Up: Inspiring Organizational ChangeCase: Merrill Lynch: Evolution, Revolution and Sale, 1996-2008Reading: An Improvisational Model for Change Mgt: The Case of Groupware TechnologiesCase: Charlotte Beers at Ogilvy & Mather WorldwideReading: The Quest for ResilienceModule Three - Implementing ChangeCase: Change Classic: Peter Browning and Continental White CapReading: Implementing ChangeCase: Marconi plcReading: Organisational Frame Bending: Principles for Managing ReorientationCase: Leading Culture Change at SeagramReading: Why Change Programs Don't Produce ChangeSimulation: The Merger Plan SimulationCase: Oticon: Building a Flexible World-Class OrganizationReading: Changing the Deal While Keeping the PeopleCase: Ayudha Allianz CPModule Four - The Recipients of ChangeCase: Change Classic: Donna Dubinsky and Apple Computer IncReading: The Recipients of ChangeCase: Wellcome IsraelReading: Back to Square Zero: The Post-Corporate CareerCase: Mark MargolisCase: Emilio KornauCase: Kerstin BergerSimulation: Broadway BrokersReading: Managing to Communicate, Communicating to Manage: How Leading Companies Communicate with EmployeesModule Five - Leading Change: The