Features
- Cover Type: Hard Cover with 336 pages
- Published by: Harvard Business School Press
- Edition: 1st Edition November 20, 2007
- Written in: English
- ISBN 10 Number: 1422118894
- ISBN 13 Number: 978-1422118894
-
Book Dimensions:
9.4 x 6.5 x 1.2 inches
- Weighs: 1.4 pounds
Product Description
Profound organizational transformation takes years and, in most cases is unsuccessful, right? Not according to change expert Behnam Tabrizi. In Rapid Transformation: A 90-Day Plan for Fast and Effective Change , Tabrizi shows you how to accomplish successful transformational change in your firm in just ninety days. Based on ten years of research into more than 500 leading companies including 3M, IBM, GE, Nissan, Apple, Bay Networks, Verisign, HP and Best Buy this book demystifies fast, effective change and lays out a clear roadmap for achieving it.
Tabrizi's 90-day transformational model comprises three main phases, each lasting thirty days. The model enables you to analyze your company's specific challenge, develop a new course of action, and carry out the plan. Moreover, you apply the model in parallel with the normal workings of your organization so you don't have to put your company on hold for the sake of the change effort.
With its detailed recipe and insightful stories from actual corporate reinventions, this book defies long-held assumptions about change and provides a practical and immediately actionable guide.
www.90daystransformation.com
"Building on work done by others before him, Behnam Tabrizi raises the bar of business research and writing to a new and more contemporary level. Throughout Rapid Transformation, he demonstrates a keen understanding of today's dynamic, global, and information-centric economy and the resulting need for organizations to be open to significant change. Tabrizi's core insights about transformational change offer important lessons not only for the business world, but also for organizations in general."
-Eric Schmidt, Chairman and CEO, Google Inc.
"Rapid Transformation provides extraordinary, well-researched insights into how successful companies have changed themselves at a rapid pace in order to compete in an era of lightening-fast technological and social changes. It is a useful road map for companies and executives who want to be at the cutting-edge of twenty-first century business practices and requirements."
-David Rubenstein, Cofounder and Managing Director, The Carlyle Group."
"Well-written and delightful, Rapid Transformation is where perfect theory meets perfect execution. I hope this book becomes a top discussion topic for every senior executive team interested in breakthrough change."
-Manny Mashouf, Founder and Chairman of bebe stores
"In Rapid Transformation, Tabrizi counsels us to overcome a fear of failure and to embrace the uncertainty surrounding change. The book is clear, comprehensible, and constructive; it will be required reading here at Bernhardt Furniture Company."
-G. Alex Bernhardt, Chairman and CEO, Bernhardt Furniture Company
"As outlined in Rapid Transformation, companies are now defined by their ability to transform, not only in order to succeed, but also simply to survive. The companies whose business model allows for rapid change will lead this century's corporate elite."
-Nate Davis, President and COO, XM Satellite Radio
About The Author
Behnam Tabrizi is a Consulting Professor at Stanford University's Department of Management Science & Engineering. He is an internationally recognized thought leader and speaker on organization transformation. Dr. Tabrizi has helped dozens of prominent organizations achieve dramatic performance improvements.
Reader ReviewsWith regard to this book's title and to the model that Behnam N. Tabrizi proposes in this volume, it is important to note at the outset that he does not believe that organizational transformation can be completed in only three months. What he offers is a framework with which to formulate a program that, once implemented, may require 6-12 additional months (or more) to achieve the desired objectives. The proposed model has these characteristics: all-encompassing (i.e. "all aspects of the company, looking under all the rocks and leaving no stones unturned"), integrative (i.e. "various functions and processes within the organization" are synchronized), fast (i.e. "fully engaged in all [its] efforts in parallel, looking at everything at once" expeditiously), and have full, passionate commitment and buy-in, "especially at the top layers of the organization." Tabrizi rigorously examines six companies that have used the ninety days model: 3M, VeriSign, Nissan, Bay Networks, Apple, and ACI. All of them proceeded through a multi-phase process. Here's the timetable: Pretransformation (30-90 days) Phase 1: Diagnosis (30 days) Phase 2: Envisioning the future (30 days) Phase 3: Paving the road (30 days) Transformation implementation (6-12 months) Of course, these are general guidelines and the timetable will vary among organizations that commit themselves to transformation initiatives and progress of such initiatives will also vary, once formulated and then implemented. Barriers are inevitable and some will probably be the result of what James O'Toole has so aptly characterized as "the ideology of comfort and the tyranny of custom." He correctly points out that "today's executives believe they are struggling with an unprecedented leadership challenge to create internal strategic unity within a chaotic external environment." This challenge is exacerbated by the fact that so many companies are now competing in what Thomas Friedman has described as a "flat world." Of special interest to me is what Tabrizi has to say about envisioning the future during the second phase, in Chapter 5. "Now, it is time for the teams to shift their focus and start looking at solutions for [the problems previously identified]. Over the next thirty days, with [various] pain points in mind, the teams will work on identifying various alternatives for treatment and remedy" by following this sequence: cascading goals
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