This document discusses frameworks and case studies for organizational transformation. It provides lessons from successful transformations at Chrysler, British Airways, Nokia, IBM, Nissan, and NUMMI (GM-Toyota joint venture). Key lessons include the importance of visionary leadership, focusing on processes, culture change, and addressing political forces for/against change. Case studies demonstrate themes like the need to change scope, replace old strategies, and leverage lessons to transform existing operations.

1. Wharton Global Alumni Forum Rio de Janeiro, Brazil 11th August 2006 Managing Change: Lessons from the Global Experience

3. A Framework for Transforming Organizations

5. Case Studies of Organizational Transformation

35. Effective Change Leadership

41. The Core Pattern Of Successful Change See People find a problem in some stage of the change process--too many of their colleagues are behaving complacently, no one is developing a sensible strategy, too many are letting up before the strategy has been achieved. They then create dramatic, eye-catching, compelling situations that help others visualize the problem or the solution to the problem. Feel The visualizations awaken feelings that facilitate useful changes or ease feelings that are getting in the way. Urgency, optimism, or faith may go up. Anger, complacency, cynicism, or fear may go down Change The new feelings change or reinforce new behavior, sometimes very different behavior. People act much less complacently. They try much harder to make a good vision a reality. They don’t stop before the work is done, even if the road seems long.

42. What to do Next? Some Action Steps