Manging Change: Video Briefings for a Dynamic World

Built to Change

In today's highly competitive business environment, organizations must be ready to change—and change frequently. Edward Lawler and Christopher Worley discuss methods for creating strategies, structures, communication processes, and human resource management practices that are designed to facilitate an organization's ability to change.

Change Management and Strategic Planning

Change inevitably engenders resistance. Even the best strategic plans can fail if this resistance is not met and overcome. Dr. Roberta Katz explains six principles for effective implementation and discusses current efforts within Stanford University that provide a model for successful change.

Strategy & Change Collection

In today's environment, change is not an event, it’s business as usual, and one of the most critical challenges for modern managers. Our organizations must be nimble and alert; if we miss a trend, there may be no catching up. This 10-DVD set will provide ideas and strategies to help you effectively and continuously innovate in the face of demanding customers, shareholders and management who insist: ”better, faster, cheaper.”

Overcoming Barriers to Strategic Change

Change is one of the most critical—and difficult—challenges for managers today. James Phills explains how to surmount the communication breakdowns that otherwise prevent effective decision making and hinder constructive change.

The Adaptive Organization

Well-meaning, forward-thinking leaders often start a worthwhile project but then neglect to see it through to completion. Richard Roi and Todd Pierce explain how to build an adaptive organization from the bottom up, gaining commitment from each employee as an individual and as a member of the team.

How to Manage People Through Continuous Change

Change is now business as usual. But employees are increasingly skeptical about committing to business strategies that are constantly being redefined. Carol Kinsey Goman presents specific methods for communicating to employees both the WIIFM benefits of your plan and the negative consequences for the viability of your team if they don't get on board.

Creating the Future

Never has there been a more exciting or more hazardous time to be at the helm of a corporation. How do you stay out of the band of mediocrity and position your company to become an architect of industry revolution? The answer, says Gary Hamel, is to reinvent who you are in meaningful ways, moving beyond incremental change to industry reconception.

Getting Results in the Face of Rapid Change

Job stress and change are costly to the U.S. economy and organizations. Bruce Cryer explains ways you can reduce the impact of stress and, as a result, improve morale and retention, increase customer satisfaction, enhance creativity and innovation, and boost your bottom line.

Visionary Companies

Dr. Jerry Porras and his colleague Jim Collins created a conceptual framework for managers seeking to build a company of enduring greatness. In this talk, Porras explains how forward-thinking companies adapt to and drive change, and details two fundamental components: an organization's core ideology and its drive for progress.

Dealing with Crisis and Transition

Professor Charles O'Reilly explains the overwhelming power of culture within any organization, and why failure to understand culture leads to failure in implementing change. He describes aligning culture with strategy, and how to introduce control systems that will allow the organization to respond to ever-changing demands.

Managing Change

If you're not thinking about how to change things or how to innovate in your company, you're going to be left behind. Change is one of the few variables that remains constant. In this timeless presentation, Carol Bartz, a self-described "change agent," discusses ways to drive, rather than simply react to, change.

A Blueprint for Change

Jacqueline Novogratz explains how entrepreneurial systems that apply the rigors and discipline of the marketplace can gradually make inroads on the seemingly overwhelming challenge of helping people who must pay more for services while earning far less. She details successful projects that have applied proven business practices to achieve measurable results in some of the world's most desperate regions.

Tempered Radicals

"Tempered radicals" are people who want to succeed in their organization, yet also live by values or identities that might be at odds with their organization's primary culture. Such individuals do not fit neatly into an established structure, yet can be subtle agents for change in ways that ultimately benefit the corporation and make it more able to deal with today's diverse world.

Competing on the Edge

Instead of focusing on where you want to go, today's uncertain future requires that you focus on how you're going to get there. The process you need is structured chaos--a few simple rules setting priorities and responsibilities, and total creative freedom for business units within that framework. The result is a strategy that morphs, dynamically re-matching portfolios to meet current opportunities.

Making Change Happen

Before any strategic vision can be realized, it must be shared with employees. This requires a sophisticated understanding of how to quickly communicate major changes, and effectively align a disparate workforce. Following two high-profile bank mergers, Sweden's Margareta Barchan shares innovative ways to implement a strategic vision so that employees understand their individual roles in making change happen.