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Article
Publication date: 9 May 2008

Osvald M. Bjelland and Robert Chapman Wood

For half a century, experts have offered leaders a standard model of how to transform organizations. It involves unfreezing them, developing a clear picture of the future

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Abstract

Purpose

For half a century, experts have offered leaders a standard model of how to transform organizations. It involves unfreezing them, developing a clear picture of the future, managing to make the picture a reality, and then changing systems to support the new ways. However, studies have shown that transformation does not always follow this script. This paper aims to look at four alternatives.

Design/methodology/approach

This paper reviews more than 50 well documented transformations and compares them to both the standard model and non‐mainstream ideas about transformation

Findings

The paper offers a guide to five distinct, reproducible ways of radically altering organizations: the standard model process (“holism”), transformation through the ambidextrous form, transformation through acquisition/restructuring, the Collins “Good‐to‐great” process, an improvisational transformation process. Hybrid approaches are discussed.

Research limitations/implications

Providing a comprehensive guide to corporate transformation is a problematic undertaking. The authors could not review every case study of transformation, so they cannot say with certainty that their list of documented transformation methods is all‐inclusive. However, their survey gave them good reason to believe these are the five best‐documented transformation processes.

Practical implications

The paper explains the important advantages of each approach to transformation that make it appropriate for particular purposes.

Originality/value

When organizations need radical change, leaders need to understand the strengths and weaknesses of all five well‐documented alternative paths to transformation.

Details

Strategy & Leadership, vol. 36 no. 3
Type: Research Article
ISSN: 1087-8572

Keywords

Article
Publication date: 16 March 2015

Osvald M. Bjelland and Robert Chapman Wood

– The authors examine the approach by which Sam Walton, a 48-year-old when he took his first technology course, drove creation of a new set of technology for retailing.

763

Abstract

Purpose

The authors examine the approach by which Sam Walton, a 48-year-old when he took his first technology course, drove creation of a new set of technology for retailing.

Design/methodology/approach

By breaking Walton’s approach into five stages, the authors show how his way of working points to a credible path for leaders with limited background in technology to lead technological change.

Findings

Senior leaders can apply Walton’s systematic way of leading for creation of excellent processes to accomplish customer-focused technology innovation in the modern era.

Practical implications

Five elements of Walton’s tech innovation leadership are reviewed and analyzed.

Originality/value

This article offers insights about how Walton was able to form a tech savvy team of managers and synthesize a vision about the potential of technology to produce operational breakthroughs far in advance of his competition.

Details

Strategy & Leadership, vol. 43 no. 2
Type: Research Article
ISSN: 1087-8572

Keywords

Content available
Article
Publication date: 9 May 2008

Robert M. Randall

485

Abstract

Details

Strategy & Leadership, vol. 36 no. 3
Type: Research Article
ISSN: 1087-8572

Content available
Article
Publication date: 16 March 2015

Robert M. Randall

96

Abstract

Details

Strategy & Leadership, vol. 43 no. 2
Type: Research Article
ISSN: 1087-8572

Content available
Article
Publication date: 9 May 2008

Catherine Gorrell

312

Abstract

Details

Strategy & Leadership, vol. 36 no. 3
Type: Research Article
ISSN: 1087-8572

Content available
Article
Publication date: 16 March 2015

Catherine Gorrell

152

Abstract

Details

Strategy & Leadership , vol. 43 no. 2
Type: Research Article
ISSN: 1087-8572

Content available

Abstract

Details

Strategy & Leadership, vol. 47 no. 4
Type: Research Article
ISSN: 1087-8572

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