Why do some companies continue to be successful while others experience difficulties and even failure? In Leading Strategic Change, Eric Flamholtz and Yvonne Randle demonstrate that the key to long-term organizational success is the ability to adapt to and manage different types of change. Drawing on over 30 years' consultancy experience within major firms, they combine theoretical and practical models of organizational change, together with a new theory of leadership, to build a framework for understanding, planning, and leading change. The scope and value of this framework is then shown in relation to nine real-world case studies, ranging from relatively small companies (IndyMac Bank, Infogix) to large multinationals (Starbucks, Westfield). The focus throughout is to provide practical guidance to those concerned with managing and leading change in organizations. This book is an excellent guide to the many lessons to be learned about successful organizational change.

Brain, Behavior, and Learning in Language and Reading Disorders (Challenges in Language and Literacy)

Business & Money

Randle, Yvonne

Flamholtz, Eric

Management & Leadership

The Guilford Press

From start-up enterprise to mature corporation, this latest edition of the best-selling original explores the seven predictable stages of organizational growth. It also identifies what must be accomplished in each stage to ensure continued development and provides practical guidance for implementing management systems. Thoroughly updated to reflect recent business developments, it contains all-new chapters on strategic planning and structure, along with many new company success stories including those of Starbucks, Jamba Juice, PacifiCare, and American Century Investors. Click hereM to read the introduction to this important book.

Growing Pains : Transitioning from an Entrepreneurship to a Professionally Managed Firm

Flamholtz, Eric G.

Jossey-Bass

Growing Pains: Transitioning from an Entrepreneurship to a Professionally Managed Firm

Since it was first published in 1986, Growing Pains has become a classic resource for understanding how start-ups can make the transition to become large, professionally-managed organizations that maintain the special spark that launched them. In the fourth edition of Growing Pains, authors Eric Flamholtz and Yvonne Randle have thoroughly revised and updated the book to include new ideas and concepts including information about strategic planning, Sarbanes-Oxley, family businesses, and overcoming growing pains, as well as new examples and cases of companies.

An insightful and practical toolkit for managing organizational growth Growing Pains is the definitive guide to the life cycle of an organization, and the optimization strategies that make the organization stronger. Whether growth is rapid, slow, or not occurring at all, this book provides a host of solid tools and recommendations for putting everything in order. Now in its fifth edition, this invaluable guide has been fully updated to reflect the current economic climate, and includes new case studies and chapters discussing nonprofit life cycle tools, leadership challenges and the "leadership molecule", and real-world applications of the frameworks presented. The latest empirical research is presented in the context of these ideas, including new data on strategic organizational development. Mini-cases that illustrate growth management issues have been added throughout, with additional coverage of international entrepreneurship and companies that provide a frame of reference for the perspective being developed. 
Growing pains are normal, and a valuable indicator of organizational health, but they indicate the need for new systems, processes, and structure to support the organization's size. This book provides a practical framework for managing the process, applicable to organizations of all sizes. 
<ul>
<li>Understand the key stages of growth and the challenges of each</li> <li>Measure your organization's growing pains and development</li> <li>Deploy new tools that facilitate positive organizational development</li> <li>Make the necessary transitions required to ensure sustainable success</li> </ul>
Some companies, even after brilliant beginnings, lose their way as growth throws them for a loop. Growing Pains identifies the underlying factors that promote long term success, and gives you a framework for successfully managing the transitions of growth.

Growing Pains: Building Sustainably Successful Organizations

Flamholtz, Professor of Management Eric G

Jossey-Bass Inc Pub

"Black Swan events" are supposed to be rare. However, during the past 20 years there have been several so-called "Black Swan events," occurring just about every ten years, including the Covid-19 Pandemic of 2020; The Great Recession of 2008-9; The attack on the World Trade Center, 2001; and the "Dot. Com" Bust of 1999-2000. The challenge to leadership of all types of organizations (businesses, not-for-profit, and governmental) from the crises caused by so-called "Black Swan events" is typically vast and almost always unprecedented. These crises require quick, thoughtful, and decisive responses. This book provides a "playbook" to help leaders facing crises understand and successfully address crises. Specific examples of organizations that have experienced a variety of crisis are presented and analyzed to help the reader understand different types of organizational crises and how leaders actually dealt with them. The organizations experiencing crises that are examined include American Express, Chrysler, Disney, Kodak, International Harvester/Navistar, Osborne Computer, Sears, UAL, and Westfield. Some of these case examples illustrate success in addressing a crisis, while others illustrate failures. Although all crises are unique, our research shows they have certain things in common. From the analysis of these actual case examples, we develop a "playbook" that includes key lessons, general principles, and tools for successfully leading and managing crises. As described in this book, each crisis requires a different "leadership playbook" or set of initiatives. Successful implementation of each set of initiatives, in turn, requires the use of a set of key tools. The book includes specific tools for identifying an organization's susceptibility to a crisis, tools for "crisis planning," as well as tools for identifying and effectively managing aspects of the organization's culture that may be contributing to or inhibiting its ability to address the crisis. The overall goal of this book is to provide the perspective, insights, lessons and tools that will enable leaders to create their own playbook that will help overcome crises and position their organization's for continuing success.

The Crisis Leadership Playbook

Vandeplas Pub.