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Enterprise Transformation: Understanding and Enabling Fundamental Change
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  • Wiley

More About This Title Enterprise Transformation: Understanding and Enabling Fundamental Change

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This landmark book begins with the premise that an organization must often fundamentally transform its business practices and organizational culture to fully align with and realize the value of product and process innovations. The methods and practices that are set forth give readers the tools to create the essential organizational transformations needed to meet the challenges of a complex, rapidly evolving global economy.

Enterprise Transformation is organized into four parts:
* Introduction to Transformation begins with an introduction and overview of the book. It then features a systems-oriented view of transformation as well as a theo-retical perspective on the forces that propel transformation and the nature in which transformation is pursued.
* Elements of Transformation addresses issues of transformational leadership and organizational and cultural change. Next, it examines transformation principles and case studies relevant to manufacturing, logistics, services, research and development, enterprise computing, and quality management.
* Transformation Practices focuses on transformation planning and execution, financing, bankruptcy, tax issues, public relations, and the lessons learned from a variety of transformation experiences.
* Transformation Case Studies features detailed studies of Newell Rubbermaid, Reebok, Lockheed Martin, and Interface. This part also considers transformation in academia with an overview of fundamental change at Georgia Tech. These case studies demonstrate the application of principles and practices and their results.

The authors of this contributed work are senior executives, leading consultants, and respected academics. Their experience in leading enterprise transformation and supporting management teams is unparalleled. Managers and executives from all industries, as well as business students, will learn about the critical tools needed to transform their organizations to keep pace with market demands and surpass competitors.
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William B. Rouse is Executive Director of the Tennenbaum Institute at Georgia Institute of Technology and a professor in the College of Computing and the School of Industrial and Systems Engineering. Dr. Rouse has over thirty years of experience in the field of individual and organizational performance, decision support systems, and information systems.  He has written hundreds of articles and book chapters, and has authored several Wiley books, including Organizational Simulation (2005) and Essential Challenges of Strategic Management (2001).  He is also a co-editor of Handbook of Systems Engineering and Management (1999).  He is a Fellow of IEEE, INFORMS, and HFES, as well as a member of the National Academy of Engineering.
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Preface.

Contributors.

PART I: INTRODUCTION TO TRANSFORMATION.

1. Introduction & Overview (W. Rouse).

2. Enterprises as Systems (W. Rouse).

3. A Theory of Enterprise Transformation (W. Rouse).

PART II: ELEMENTS OF TRANSFORMATION.

4. Transformational Leadership (W. George).

5. Organization and Culture Change (J. Shields).

6. Manufacturing and Enterprise Transformation (L. McGinnis).

7. Transformation in the Logistics Industry (C. White & D. Belman).

8. Services Management (B. Schneider).

9. Value-Centered R&D (W. Rouse & K. Boff).

10. Six Sigma Quality (T. Dasgupta & C. Wu).

11. Enterprise IT and Transformation (R. Basole & R. DeMillo).

PART III: TRANSFORMATION PRACTICES.

12. Turnaround Planning and Execution (S. Avila & M. Barbeau).

13. Financing in a Crisis (M. Tennenbaum).

14. Transformation and Chapter 11 Reorganization Process (P. Aronzon & T. Kreller).

15. Tax Issues in Crisis (J. Schwartzman & S. Joffe).

16. Public Relations in Crisis (M. Sitrick).

17. Lessons From the Transformation Front (W. Buran & B. Chew).

PART IV: TRANSFORMATION CASE STUDIES.

18. Newell Rubbermaid (W. Sovey).

19. The Transformation of Reebok (D. Garcia & D. Perdue).

20. Lockheed Martin Aeronautics (W. Kessler & R. Heath).

21. Doing Well by Doing Good (L. Toktay, et al.).

22. Transformation in Academia W. Rouse & D. Garcia).

Organization Index.

Author Index.

Subject Index.

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"…I commend the editor and contributors for creating a useful and timely collection of materials concerning transformation for students and managers." (Computing Reviews.com, September 18, 2006)
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