Built to Change: How to Achieve Sustained Organizational Effectiveness

Brilliant! the book introduce a new approach to change. Out of the box thinking, to the point, and very insightful. Sharp writers that make a different in the way we think and operate.

This is a very good book. For those interested in creating an organization that is designed to view change as "normal" business--this book is excellent reading. I teach organizational leadership--I have added this to the required reading list in a change management/research course.

Obviously, if organizations are not "built to change," they cannot effectively respond to inevitable changes in their competitive marketplace. Moreover, they may be able to achieve some temporary success but cannot sustain it over a period of time. In the Foreword, Jerry Porras briefly but brilliantly explores two themes: "First, leaders must understand their organization's values, and work to shape them in such a way that those values guide and sustain needed changes rather than undermine them. Second, leaders must architect their organizations to embrace rather than resist change." Co-authors Lawler and Worley see this volume as a sequel to Jim Collins' Built to Last because, in it, they explain "what organizations need to do once they have developed the foundation for survival and want to increase their effectiveness over time." This seems to be the same objective which Collins set for himself in his own sequel, Good to Great. What they call the "B2Change Model" consists of Environmental Scenarios (which describe a range of possible future business conditions an identifies "preferred futures") and three primary organizational processes which contribute to organizational effectiveness. Strategizing (a process by which to establish priorities so that by having a "strategic intent"). Only after concluding this process can an organization then initiate the other two processes, Creating Value through competencies and capabilities, and, Designing the structures and other processes that enable an organization to achieve sustained effectiveness enterprise-wide. Step by step, with both rigor and eloquence, Lawler and Worley explain how any organization (regardless of size or nature) can do this, guided and informed by the B2Change Model. In the final chapter, they make several key points. First, that making the transition to a B2Change organization is much more difficult than operating one. Also, that each of the three processes is more changeable and more flexible than the prior one. However, the designing process is the key to developing the competencies and capabilities that are needed to implement a strategic intent. They identify five key initiatives on the road to becoming B2Change and then discuss them in the order in which they recommend implementation. (They are listed on page 287.) They also explain how certain key elements can support an organization's focus on its external environment so that everyone involved understands change as a natural process. "Creating a change-friendly identity is a fundamental step in becoming a b2change organization." Still another key point involves what Lawler and Worley see as the final initiative: bringing all of the prior processes together in a virtuous spiral. "Virtuous spirals - periods in the life of an organization - are characterized by critical configuration, proximity, and dynamic alignment. They are built and sustained by a series of temporary competitive advantages." I am reminded of what

When I saw that Jerry Porras, the author of BUILT TO LAST had written the forward, I was immediately curious. I'm starting a new company and I've been reading a lot lately on how to create the proper corporate culture. I'd always thought that once the culture was established, I would have created a machine that would perpetuate itself. I was stunned by the idea, radical to me, that a good organization would be designed to encrouage and foster change from the outset. The book outlines several strategies and concrete actions corporateleaders can take to make their organizations more accepting of change and felxible. It's based on academic research, but there are a lot of examples from the field. This wasn't the quick fix I was looking for, but it got me to thinking and made me realize that, unknowingly, I had already incorporated some of the book's thinking when I revised my business plan to better reflect current market conditions. The book validated what I had done. I immediately sent copies to my new business associates and other people I do business with. A strong recommend.

I have been following Lawler and his work for a number of years and I was looking forward to this new book. It didn't disappoint. The point is that in a highly competitive environment, which is today's environment, the ability to change is the best advantage. Most change theory takes the point of view that most organizations can change successfully to stay on top. Lawler and company argue that change is necessary and that the organizations need to be structured with change in mind. In effect, the process of change needs to be much farther up the line than most people think. It needs to be active, not reactive. Then they detail a number of practices that an organization can adopt to make it easier to change in the future. Personally, I would have liked a few more case histories, but maybe this theory is radical enough that there are not enough examples yet to illustrate. In any event, I would strongly recommend this book for anyone in management or studying management.