Index

A “The Baldrige Model: An Integrated and Aligned AARP Best Employers for Workers Over 50, Systems Approach to Performance Excel- 116–117 lence” (Borawski and Brennan), 63 Absenteeism, 55 Baldrige National Quality Award program, 2, Accountability 67, 69, 73 high performance teams redefining, 275, Barker, J. A., 31, 326, 329 277–278 Barrett, C., 138 systems thinking and, 69–71 Bayer, 150 Accountability Ladder, 277e Bayview Center for Arts and Technology Ackoff, R., 66 ( BAYCAT), 153–154 Adaptability challenge, 215–216 Behavioral agenda, 23 Aetna, 75, 101–102 Bell Canada, 76, 106–110 Agility Ben & Jerry’s, 134, 169 building organizational capability of, 20–21 Bench, J., 318–319 defi nition of, 16 Bennis, W., 49, 297, 300 Airwick, 264 Berkshire Hathaway, 47, 198 Al Qaeda, 121, 122 Berlin, I., 207 Alcoa, 58 Bernard E. Nash Award for Innovation, 117 ALS (Lou Gehrig’s disease), 78 Bidwell Training Center (BTC), 148–149, 151 Amazon, 163, 175, 176 Birds Eye, 261 American dream, 79–80 Black & Decker, 10, 11 American Express, 193 Black Friday (November 26, 2006), 280, 281 American Society for Quality (ASQ), 63–64 Blackstone Group, 129 Ammon, C., 289–292 Blanton, B., 33–34 Ann Taylor, 281 Bleke, B., 330–331 Anthony, S. B., 256 Block, A., 288 Anzaldúa, G., 240 Blueprint Companies Apple, 14, 99, 163 description and prevalence of, 286 Applied Biosystems (AB), 272, 276 dynamic duos driving, 288–293 The Arc of Ambition (Champy), 3 leadership formula for, 293–294 Are YOU Ready to Succeed? Unconventional Strate- Microsoft as, 287–288 gies for Achievinghttp://www.pbookshop.com Personal Mastery in Business seven essentials of, 294–296 and Life (Rao), 37 Blueprint to a Billion: 7 Essentials to Achieve Expo- Argyris, C., 66 nential Growth (Thomson), 285, 286 “Aristotelian ethic,” 135 Body Shop, 169 Aristotle, 321 Boeing, 2, 50 Arizona Mature Workforce Initiative, 118 Boeing Aerospace Support, 68, 69 Ash, M. K., 315–316 Bolman, L. G., 76, 132 Authenticity trend, 168–169 Borawski, P., 2, 63 Authority COPYRIGHTED“Boundaryless” MATERIAL organization, 167 command-and-control, 314 Boyd, S., 166–167 leadership delegation of, 311 Boys & Girls Clubs of America (BGCA) Authorship coordinating resources strategies used by, ethical, 136–137 223–225 relationship between power and, 139–140 HOPE Centers program of, 224–225 Microsoft partnership funding approaches B by, 221–223 Baby boomers, 161, 170e, 220–221 as organization of the future, 225–227 Bad profi ts, 45–46 planning for the future, 225–226 Bailey, D., 158, 228 talent development and diversity priorities Baldrige Criteria for Performance Excellence, 73 of, 220

337

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Brands Chico’s FAS Inc., 275, 280–281 building leadership, 17–19 Chipotle, 169 fundamentals and differentiators elements Ciba-Geigy, 263–264 of, 17–18 Cincinnati Arts and Technology Center (CATC), Braniff, 103 154 Brennan, M., 2, 63 Circuit City, 54 Bretton Woods, 122 Citicorp, 96, 100 Bridgespan Group, 219 Citigroup, 298 Bright Horizons Family Solutions, 171 CityYear, 122 Broussard, C., 109 Claremont Graduate School, 130, 311 Brunswick, 304 A Class with Drucker: The Lost Lessons of the World’s Buffett, W., 47–48 Greatest Management Teacher (Cohen), 310 Built to Change (Lawler and Worley), 188 Clif Bar & Co., 168–169 Built to Last (Schultz), 134 Clinton, B., 246 Built-to-change model (b2change) Cloninger, K., 158, 203 creating value by leveraging learning, 193–194 Cockerell, L., 243, 245 designing to implement strategic intent, Cockerell, P., 248 194–200 Cohen, B., 134 illustrated diagram of, 191e Cohen, W. A., 310 strategizing to create series of momentary College of Education and Human Development advantages, 192–193 (University of Minnesota), 228, 237 Built-to-change organizations College of the future build-to-change model for, 191e –200 changing higher education structure for, characteristics of, 200–201e 230–231 importance of building, 188–189 continuous change challenges for, 228–230 stability assumption and, 189–191 creating nimble connections in the, 235–237 Burzik, C., 272, 276, 279 cross-stitching mission among stakeholders Bush, G.H.W., 217, 246 in, 232–235 Business fundraising in the, 238 core of viability of, 23–24 paradoxes of pioneering in the, 239 fragmentation of the environment of, 175 transition process to the, 239–240 GBUs (global business units), 179 See also Higher education; Students question on who/what focus of, 92–93 Collins, J., 207, 235 See also Capitalism; Organizations Command-and-control leadership, 314 BusinessWeek, 77 Committed (or engaged) employees to inclusivity, 256 C talent in context of, 16–17 Camastral, B., 273, 274, 279 Communication Canadian Railroad, 106 inclusivity promoted through good, 253–254 Canon, 185 leadership enablement of rich, 330–331 Cap Gemini, 183 listening to promote, 253–254 Capitalism restructuring and critical role of, 212–213 “creative,” 221 using technological aids for, 312 intent and social good focus of evolved, 41 See also Information processes redefi ning, 96–97 Community self-interest concept of traditional, 41 building inclusivity by building, 252 See also Business http://www.pbookshop.comoutside-in connection with, 22–23 Career Anchors (Schein), 258 Procter & Gamble’s commitment to, 38, Carnegie, A., 316 126–127 Carrefour, 179 realized gains in the, 147 “Carrot-and-stick” leadership, 313 untethering in the, 167–168 Carter, J., 119 See also Social responsibility Carter, R., 119 Community Partnership Award, 85–86 Carville, J., 246 Compensation Cascio, W., 56 performance-based, 93–94 Case Western Reserve University, 124 person-based, 195–197 Caterpillar Financial, 69 Competence Cathedral of Notre Dame, 217–218 defi nition of, 16 Centers for Disease Control and Prevention, 126 “Leadership Code” demonstrating, 18 Champy, J., 3 as progressive organization focus, 43 Chandler, A., 235 talent in context of, 16, 17 Change. See Organizational change Competitive workplaces Charles I (King of England), 89 barriers to, 49–51, 57–58

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choosing to treat workers well for, 58–61 Deming, W. E., 66 emerging employer models on, 51–53 DeRose, C., 297 high-involvement companies creating, 53–54 Design. See Organization design hiring employees who add value creating, Differentiation 56–57 as organizational growth problem, 258 how you can create, 61 into subcultures, 259 low-labor-cost strategies failure to create, Digital Equipment Corporation (DEC), 263 54–56 The Discipline of Teams (Katzenbach and Smith), “Connect ϩ Design” program (P&G), 167 98 Contextual knowledge, 308 Disney. See Walt Disney World Resort Contribution ethic, 95 Diversity Contribution of talent, 17 dimensions of differences, 329e Cooperrider, D., 124, 126 expanding knowledge of differences and, 330 Core of viability, 23–24 globalization and increasing, 314 Cornwallis, Lord, 318 making organizational priority of, 327–328 The Corporate Culture Survival Guide (Schein), organizational value of, 84–85 258 See also Inclusive environment Corporate Cultures (Deal and Kennedy), 132 DoubleClick, 165 Corporate Social Responsibility Program Drucker Institute, 124, 130 ( Harvard), 124 Drucker, P. Costco, 56–57, 58, 60, 61, 176 on achieving performance in the market, 285 Countrywide Mortgage, 176 knowledge workers concept of, 121, 160–161 Covey, S., 252 on Kryopaidaia’s leadership techniques, 311 Craigslist, 121 leadership as defi ned by, 319 Creating the Good Life (O’Toole), 49 on social responsibility, 124–126, 128–129, Creating Magic: 10 Common Sense Leadership Strate- 130, 131 gies from a Life at Disney (Cockerell), 245 systems thinking approach of, 66 Creating a World Without Poverty (Yunus), 41 on treatment of employees, 312 “Creative capitalism,” 221 what he might have said about the future, 76, Cromer, Lord, 319 120, 122, 123 Cronin, R., 145 Drucker School (Claremont Graduate School), Csikszentmihalyi, M., 123, 124 311, 312 Cultural changes, 204–205 Drucker School of Management, 123–124, 130 “Cultural creatives,” 167 Drucker Societies, 130 Culture DuPont Merck (joint venture), 290–291, 292 evolution of, 259–260 Dynamic Duos organization context of, 259 barriers to, 293 See also Subcultures Blueprint leadership formula for, 293–294 Cummings, T., 188 Endo Pharmaceuticals case study on, 289–292 Customers importance of, 288–289 Blueprint Company development of marquee, Microsoft case study on, 287–288, 289 295 See also Inside-outside leadership good profits/bad profits/mediocre profits and, 45–46 E how organizations of the future treat their, eBay, 121, 163, 175, 183, 295 44–46 Edmonds, S., 275, 278, 279, 280, 281 invited to participatehttp://www.pbookshop.com in management practices, Emotional feelings 19 Aetna’s new corporate identity story on, outside-in connection with, 22 101–102 Cyrus the Great of Persia, 311, 313, 315 General Motors’s employee pride story on, 100–101 D integration of rational and, 100–102 Dairy Farmers (DF) [Australia], 269–270 Employees De Pree, M., 143 acknowledging organizational value of, 81–82 Deal, T. E., 76, 132 diversity of, 84–85, 245–257, 314, 327–330 Decision making Drucker on treatment of, 312 b2change design supporting, 199 how organizations of the future treat their, distinction between judgment and, 300 41–43 See also Leadership judgment of Low-Cost Companies and Global-Competitor Dell Computer, 176, 298 Companies, 51–53 Dell, M., 298 progressive organization’s attitude toward, Delphi Corp., 50 43–44 Delphi process, 262, 266 providing inclusive environment for, 245–257

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Employees (Continued ) Forward-looking leadership transactional relationship with, 52–53 barriers to, 28–29 Trilogy Software “boot camp” for, 164 as desired quality, 28 value of mature workers as, 112–119 expectations component of, 32–34 who add value, 56–57 exploring future possibilities quality of, See also Knowledge workers; Talent 30–32 Employer models Leadership Practices Inventory to assess, 27, High-Involvement, 53–54, 57–58, 269–281 34–36 Low-Cost and Global-Competitor, 51–53 paying attention quality of, 29–30 Low-Labor-Cost, 54–57 “Four Cast Member Expectations” practice, 254 Employers Fragmentation of the business environment, AARP Best Employers for Workers Over 50, 175 116–117 Fukuyama, F., 91 Bernard E. Nash Award for Innovation, 117 Fun (sense of jollity), 43 Endo Pharmaceuticals Holdings Inc., 289–293 Future organizations. See Organizations of the Engineering subculture, 264 future Enlisting infl uence tactic, 317–318 Enron scandal, 132–133 G Entrepreneurship Galbraith, J. R., 157, 174 emerging trends in, 166–171 Gates, B., 222, 287, 288, 289 importance of, 159–160 GBUs (global business units), 179 life, 160 General Electric (GE), 14, 100, 126, 127 socioeconomic shifts influencing rise of, General Foods (GF), 260–262, 266 160–162 General Motors (GMC), 50, 100–101 as talent battle front, 162–165 Generation X, 170e, 221 “Essentials Experts,” 296 Generation Y, 22–23, 170e, 221 Ethical issues George, B., 303–304 Aristotelian ethics, 135 Gergen, C., 157, 159 caring and love, 137–138 German Constitution, 95 Enron scandal, 132–133 Giant Eagle, 150 faith and signifi cance as, 141–143 Gift of authorship, 136–137 gift of authorship as, 136–137 Girl Scouts New Leadership Experience, 214 justice and power as, 138–140 Girl Scouts of the USA (GSUSA) reframing ethics, 135–136e challenges and evolution of, 205–206 soul and spirit as, 133–136 courage to face facts in order to evolve, See also Social responsibility 207–208 Ewing Marion Kauffman Foundation, 162 cultural changes made by, 204–205 Executive subculture, 265 establishing “gap teams” bridging new and The Executive’s Compass (O’Toole), 49 old, 210 The Executive’s Guide to Finding a Superior Job lessons learned from transformation of, (Cohen), 312 203–204 Executors, 18 making change a constant for, 215–216 mission of, 207, 209 F new strategy driving, 208–210 Facebook, 161 reaffi rming role in society, 213–214 “Factory” approach, 2, 64–65, 76, 136–137 restructuring, 210–213 Faith concept, 141–143 http://www.pbookshop.comGlobal-Competitor Companies, 52–53 Family approach, 76, 137–138 Globalization Fast Company (magazine), 103 increasing diversity due to, 314 Fast Forward (Champy), 3 as leadership challenges, 312 “Finding your hedgehog,” 207, 208 Golden, M., 9–12 See also Organizational change Goldman Sachs, 58, 186 Firms of Endearment (Sisodia), 47 Goleman, D., 49 Five Distinctive Qualities of Leadership, 326–334 Golub, H., 193 Flexibility, 43 Good profi ts, 45 Flynn, W. J., 81 Google Follett, M. P., 99 creating value by leveraging learning approach Foreign Corrupt Practices Act, 135 of, 194 Formal/informal integration entrepreneurship foundation of, 76, 161 Bell Canada’s turnaround through, 106–110 exponential returns of, 295 Hernando DeSoto School’s success through, “informal organization” approach of, 99 103–106 knowledge worker approach used by, 121 performance improvement through, 102–110 as most admired company, 14

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talent attracted by “grueling” approach of, hierarchical versus, 270e 163–164 high-performance team as hallmark of, 20% rule of, 165 272–273 Gordon, R., 269, 271, 279, 372 See also High-Involvement Companies Government Accountability Offi ce (GAO), 128 Howe, M., 4 Grasse, F. de, 318 Human capital developers, 18 Great Business Teams: Cracking the Code for Stand- Hurd, M., 199, 298 out Performance (Guttman), 268 Hurricane Katrina, 227 Growth. See Organizational growth GTE Service Corporation, 333 I Guttman, H. M., 243, 268 IBM offshore employment of, 50 H six dimensions structure of, 175, 181–183 Hamel, G., 237 surface area principle implemented by, 198 Handy, C., 75, 88, 114, 123–124 “Ideal job” image, 39 Handy, L., 123–124 Identity (organization), 193 Hanna Andersson, 171 Immelt, J., 126, 307 Hanson, J., 224–225 Inc. magazine, 8 Harley-Davidson, 54, 58, 59 Inclusive environment Harting, R., 101, 102 assessing your organizational, 246–247 Harvard University, 124, 130 “chief environmentalist” promoting, 248–249 Head Start program, 122 documenting, teaching, and using role- models Healthways, 198 for, 247 Helping (Schein), 258 getting started with building an, 255–257 Henderson, L., 318–319 as secret of great organizations, 248 Henretta, D., 299, 306 ten ways to foster, 249–255 Herman Miller, 169 See also Diversity Hernando DeSoto School (PS 130), 103–106 Inclusive environment strategies Hesselbein, F., 203, 206, 235–236, 310 1: know your team, 250 Hewlett-Packard (HP), 199, 263 2: engage your team, 250–251 Hierarchical organizations, 270e 3: develop your team, 251 High-performance teams 4: greet people sincerely, 251–252 as hallmark of horizontal organizations, 5: build community, 252 272–273 6: listen to understand, 252–253 moving to high-performance organization 7: communicate clearly, directly, and honestly, from, 279–281 253 new kind of team player as part of, 277e–278 8: hear all voices, 253–254 redefi ning accountability, 275 9: speak up when others are excluded, redefining leader-follower relationships, 254–255 273–275 10: be brave, 255 redefi ning power, 275–276 Indirection leadership tactic, 317 High-Involvement Companies The Informal Advantage (Katzenbach and Khan), 98 barriers to adoption of, 57–58 Informal corporate identity, 102 characteristics of, 53–54 Information processes developing and driving the horizontal vision b2change design supporting, 199 of, 269–271 performance-based, 199 moving from high-performancehttp://www.pbookshop.com teams to, technology used for, 312 279–281 See also Communication See also Horizontal organizations Inside-outside leadership, 295–296 Higher education See also Dynamic Duos cross-stitching mission among stakeholders Integrated Strategic Change (Worley, Hitchin, and of, 232–235 Ross), 188 multidisciplinarity in, 232–233 Integration STEM subjects of, 237 formal and informal, 102–110 structure and need for change in, 230–231 as organizational growth problem, 258 tenure in, 233–234 of rational and emotional feelings, 100–102 See also College of the future; Students; Voca- trend of, 169–171 tional education Integrity, 80–81 Hippocratic oath, 94, 130 Intellectual agenda, 23 Honest leadership, 28 Investors HOPE Centers (BGCA), 224–225 invited to participate in management practices, Horizontal organizations 19 developing and driving vision of, 269–271, 279 outside-in connection with, 22

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Involvement as infl uence tactic, 318–319 A Leader’s Legacy (Kouzes and Posner), 27 ISVs (independent software vendors), 183 Leadership b2change design supporting, 199–200 J Blueprint Company formula for, 293–294 Jackson, I. A., 76, 120 “carrot-and-stick” approach to, 313 Jell-O, 261 command-and-control, 314 Jiffy Lube, 1, 4, 5 Drucker’s defi nition of, 319 Joy at work, 79 dynamic process of, 300–302 Judgment: How Winning Leaders Make Great Calls ethics as coming down from the, 136–137 (Tichy and Bennis), 297, 300 fi ve steps to building brand of, 17–19 Judgment. See Leadership judgment forward-looking, 28–36 Jumpstart, 122 GSUSA strategy for developing girls’ capacity Jungle approach, 76, 138–140 for, 208–210 Juran, J., 66 high-performance teams as redefining, Justice 273–276 ethics in context of, 138–140 inclusive environment promoted by, 248–255 as progressive organization quality, 42 inside-outside, 295–296 as organizational capability, 17 K perpetual practice of, 321–334 Kaiser Permanente, 262–263 subculture management by, 258–267 Kanter, R. M., 161 values as core of, 204 Katzenbach, J. R., 75, 98 See also Leadership judgment Kelleher, H., 134 Leadership Brand: Developing Customer-Focused Lead- Kennedy, A. A., 132 ers to Drive Performance and Build Lasting Value Kennedy, D., 321, 329 (Ulrich and Smallwood), 13 Kennedy, J. F., 130 Leadership brand building KFC, 103 1: nail the fundamentals, 17–18 Khan, M., 299 2: connecting leadership behaviors to fi rm’s Khan, Z., 75, 98 reputation, 18 King, M. L., Jr., 256, 334 3: assessing leaders using statement of leader- Knowledge ship brand, 19 judgment based on, 307–308 4: inviting stakeholders to participate in man- types of, 308 agement practices, 19 See also Learning 5: tracking leadership brand efforts, 19 Knowledge workers The Leadership Challenge (Kouzes and Posner), 27 how to manage, 121 “Leadership Code,” 18 increasing prevalence of, 160–161 Leadership development, 322 See also Employees Leadership judgment Kohler, 10, 12 based on deep knowledge, 307–308 Kouzes, J. M., 1, 27 developing, 308–309 Krieger, R., 3–4, 5 distinction between decision making and, 300 Kryopaidaia (Xenophono), 311 factors leading to good or bad, 302–304 judgment process view vs. traditional view of, L 304, 305e Lafl ey, A. G., 126, 299, 306 process and phases of, 300–302 Latham Watkins, 186 self-assessment of, 309e Lawler, E. E., III, 49, 51, 157,http://www.pbookshop.com 188 storyline of, 304, 306–307 Lawrence, P., 258 teachable point of view and storylines of, 307, Leader of the future 308e critical skills for, 324–326 three most important components of, 297–300 future conditions and challenges of, 311–314 See also Decision making; Leadership how today’s leader can prepare to be, 314–315 Leadership practice the right way to lead for, 315–316 critical skills for leaders of the future, 324–326 similarities to traditional leadership, 310–311 fi ve distinctive qualities of, 326–334 tactics to influence without direct orders, importance of day-to-day, 321–322 316–319 new realities of, 322–324 what to do when tactics fail, 319 Leadership Practices Inventory, 27, 34–36 Leader to Leader (Thomson), 285 Leadership qualities Leaders 1: make diversity an organizational priority, high-performance teams as redefining, 327–328 273–276 2: get to know people and their differences, “primus inter pares” (fi rst among equals), 273 328–330 “redo loops” self-correction by, 302 3: enable rich communication, 330–331

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4: hold personal responsibility as core value, principles and lessons learned from, 155 331–332 redefining at-risk students as assets at, 5: establish mutualism as fi nal arbiter, 332–334 149–151 overview of, 326–327 Mandela, N., 256, 331 Leadership tactics Markets enlisting infl uence, 317–318 leveraging big brother–little brother alliances indirection, 317 for new, 295 involvement as infl uence, 318–319 segment exploitation of, 294–295 negotiation infl uence, 318 Marquee customers, 295 Leading Change (O’Toole), 49 Mars Inc. Latin America, 274 Learning Mary Kay Cosmetics, 315 b2change model on leveraging, 193–194 Maryland Baby Boomers Initiative Act, 118 organizational capability of strategic, 215 Massachusetts Coalition on Vital Aging, 118 as progressive organization focus on, 42–43 Mature workers. See “New elders” See also Knowledge Maxwell House, 261 Learning organization development, 67–69 MDO (market development organization), 179 Leider, R. J., 76, 112 Mediocre profi ts, 46 Levi Strauss, 138 Medtronic, 303 Lewin, K., 260 Merck, 133 Li and Fung Ltd., 198 Merrill Lynch, 298 Life Entrepreneurs: Ordinary People Creating Extraor- Metro, 179 dinary Lives (Gergen and Vanourek), 159 Microsoft Life entrepreneurship, 160 as admired company, 14 Lipman-Blumen, J., 123, 124 as Blueprint Company, 287–288, 289 Listening, 253–254 Boys & Girls Clubs of America partnership L.L. Bean, 45 with, 221–222 Lord Corporation, 198 as traditional multibusiness multinational, 176 Lorsch, J., 258 Miller, J. H., 334 Low, J. G., 205 MinuteClinic, 3–6 Low-Cost Companies Mission defi nition of, 51 cross-stitching various higher education stake- employees of, 52–53 holder, 232–235 Low-Labor-Cost strategy Girl Scouts of the USA (GSUSA), 207, 209 disadvantages of, 54–56 of the organization of the future, 39–41 hiring employees who add value alternative See also Vision to, 56–57 Mohan, M., 37–38 Lowell Public Schools (Michigan), 330 Moran, T. J., 75, 77 Luna, J., 81 Motivation, 44 Luz, N., 332 Multibusiness multinational organizations planning model for, 185e–186 M traditional, 176–178 MacDonald, M., 289–292 traditional structure of, 178e Maciariello, J., 130 Multidimensional organizations Maciocia, D., 110 of the future, 187 McKinsey, 186 IBM’s six dimensions structure, 175, 181–183 McKinsey & Company, 160 Procter & Gamble’s four-pillar, 175, 179–181 Magna Carta, 88 http://www.pbookshop.comStar Model aligning key elements in, Malaria No More, 227 184e–186 Malone, T., 174 structure of, 178–179 Management Multidisciplinarity, 232–233 comparison of different styles of, 108e Mutual of America, 85–86 factory approach to, 2, 64–65, 76, 136–137 Mutualism concept, 332–334 of knowledge workers, 121 Myself and Other More Important Matters (Handy), overcoming addiction to spot, 65–66 88 subculture, 258–267 mySiebel, 199 systems thinking approach to, 66–74 MySpace, 121, 161, 175 Managing Human Resources in the Human Services (Bailey), 228 N Manchester Bidwell Corporation (MBC) Nathan’s, 79 expanding model of, 153–154 National Center for Arts and Technology origins and background of, 145–146 (NCAT), 154 principles guiding helping disadvantaged at, Negotiation infl uence tactic, 318 151–153 Nelson, J., 120, 124

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Nesbit, C., 280 Organization images NetLife Mature Market Institute, 113 as factory: excellence and authorship, 2, 64, The New Alchemists (Handy), 88 65, 76, 136–137 The New American Workplace (O’Toole and as family: caring and love, 76, 137–138 Lawler), 49 as jungle: justice and power, 76, 138–140 “New elders” as temple: faith and significance, 76, description of, 113–114 141–143 work and family priorities of, 170e Organization intangibles Working on Purpose seminar for, 115–116 avoid underinvestment in, 26 The New Philanthropists: Making a Difference capabilities as, 16–26 (Handy), 88 Organizational change New Profi t, 171 adaptability challenge of, 215–216 New York Mature Worker Task Force, 118 cultural shift for, 91–92 New York Times, 60 design organizations built for, 188–201e NewSchools Venture Fund, 171 “do no harm” during, 94 Newsweek’s “15 People Who Make America fi nd a cause around which to center, 94–96 Great” (2006), 217 Girl Scouts of the USA (GSUSA) experience Nike, 195 with, 204–216 No Child Left Behind mandates, 237 MinuteClinic as example of, 3–6 Nokia, 198 organizational survival through, 89–90 Nonprofi t organizations to organizational systems thinking, 72–74 Boys & Girls Clubs of America, 220–227 qualities required for, 203–204 challenges facing, 218–219 redefi ning capitalism for, 96–97 fi lling the leadership gap of, 219–221 Smith & Wesson Company (S&W) example 501(c)(3), 218 of, 9–12 Girl Scouts of the USA (GSUSA) as, 203–216 Sonicbids.com as example of, 6–8 growth of, 125–126, 218 of substance while keeping the form, 89 social responsibility role of, 125 unfreezing and freezing model of, 190–191 Nooyi, I., 298–299, 304 See also “Finding your hedgehog”; Organiza- Notre Dame Cathedral, 217–218 tions of the future Novak, D., 299 Organizational Culture and Leadership (Schein), Nucor, 54, 58 258 NutriSystem, 289 Organizational growth differentiation and integration problems O of, 258 Odyssey course (Drucker Institute), 124 as market driver, 175 OEMs (original equipment manufacturers), strategy for producing, 176–177 183 Organizational identity, 193 Olsen, K., 263 Organizational intelligence quotient (OQ), 105 O’Neal, S., 298 Organizational knowledge, 308 O’Neil, “Tip,” 139 Organizational values Operator subculture, 264 American dream as, 79–80 Oracle, 199 as core of leadership, 204 Organization 2005 (P&G), 179, 180e, 181 diversity as, 84–85 Organization capabilities driving behavior and expectations, 145–156 activities versus, 26 GSUSA’s cultural changes in context of, agility as, 16, 20–22 http://www.pbookshop.com204–205 description of, 14 integrity and hard work as, 80–81 implications of, 24–26 ongoing training as, 82–84 leadership as, 16, 17–19 organizational value of employees as, 81–82 an outside-in connection as, 16, 22–23 personal responsibility as core, 331–332 strategic learning as, 215 philanthropy as, 86 strategic unity as, 16, 23–24 pride, joy, and respect at work as, 79 talent as, 16–17 social responsibility as, 38, 123–131 Organization design strong work ethic as, 78–79 b2change implementing strategic intent success linked to, 78 through, 194–200 transformative pathways through, 147–148 reward system supported through, 195–197 visibility of, 85–86 “surface area” maximization principle of, See also Value-based systems approach 197–199 Organizations talent management through, 195 Blueprint Companies, 286–296 Organization Development and Change (Cummings “boundaryless,” 167 and Worley), 188 built-to-change, 188–201e

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characteristics of progressive, 37–48 Performance choosing to treat workers well, 58–61 achieving market, 285–286 defi ned by roles, rules, and routines, 13–14 b2change approach creating future, 194 entrepreneurial, 159–171 Baldrige criteria for excellence framework helping to re-create retirement, 116–118 for, 67e High-Involvement Companies, 53–54, 57–58, formal and informal integration to improve, 268–281 102–110 implications of capabilities for, 24–26 impact of informal organization on, 99–100 informal, 99–100 rational and emotional integration to learning, 67–69 improve, 100–102 Low-Cost Companies and Global-Competitor Performance-based information systems, 199 Companies, 51–53 Performance-based pay, rise of, 93–94 MDO (market development organization), Person-based pay, 195–197 179 Personal profi ciency experts, 18 new business realities faced by, 15–16 Personal responsibility, 331–332 nonprofi t, 125–126, 203–216, 217–227 Peter F. Drucker Academy (Beijing), 125 responsibility gap of, 127–129 Peters, T., 136 Star Model aligning key elements in, Peterson, K., 132 184e–186 Peterson, P., 129 systems thinking approach to, 66–74 PetSmart, 296 360-degree feedback on, 25 Pharmaceutical Product Development, 293 traditional multibusiness multinational, Philips, 177 176–178e Philips Medical Systems, 183 visionary changes by, 3–12 Pietersen, W., 207 See also Business; Workplaces Posner, B. Z., 1, 27 Organizations of the future Power adaptability challenge for, 215–216 ethics in context of, 138–140 attitude toward its employees, 43–44 high-performance teams as redefining, Boys & Girls Clubs of America (BGCA) as, 275–276 225–227 The Power of Purpose (Leider), 112 creating, connecting, and giving back focus Prahalad, C. K., 96, 127 of, 121–122 Prescott-Brown, A., 109 five distinctive qualities of leadership for, Pride at work, 79 326–334 Prince, C., 298 how employees should be treated in, 41–43 Problem-solving discipline, 11 “ideal job” with, 39 Process agenda, 23 inclusive environment of, 245–257 Process Consultation Revisited (Schein), 258 leading the way for, 334 Procter & Gamble (P&G) mission of, 39–41 “Connect + Design” program of, 167 multidimensional and multinational, consumer goods produced by, 54 174–187 “corporate social opportunity” approach of, Procter & Gamble (P&G) as example of, 126, 127 37–38 as “four-pillar organization,” 175, 179–181 responsibility focus of, 129–131 Mohan’s executive experience with, 37–38 sense of social responsibility by, 123–127 Organization 2005 structure of, 179, 180e, 181 value proposition of, 146–156 Wal-Mart partnership with, 179 See also Organizationalhttp://www.pbookshop.com change Profi ts with Principles: Seven Strategies for Deliver- O’Toole, J., 2, 49 ing Value with Values (Nelson and Jackson), Outside-in connection 120 customer, investor, and community, 22–23 Progressive organizations. See Organizations of defi nition of, 16 the future Outsmart! How to Do What Your Competitors Can’t PS 130 (Hernando DeSoto School), 103–106 (Champy), 3, 4, 6 Purpose post-retirement, 118 P responsibility as corporate, 129–131 Pal’s Sudden Service, 68–69 spiritual sense of, 119 Panay, P., 6, 7, 8 Putting Our Differences to Work: The Fastest Way “Paradoxes of Pioneering in the College of the to Innovation, Leadership, High Performance Future,” 239 (Kennedy), 321, 326, 329 Peak Performance (Katzenbach), 98 Pearce, C., 123, 124 Q PepsiCo, 298, 299, 304 Al Qaeda, 121, 122 Percocet, 290 Quadracci, H., 142

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R Shultz, H., 57, 103 Rao, S. S., 2, 37 Siebel Systems, 199 Real Change Leaders (Katzenbach), 98 Siebel, T., 199 Realignment News bulletin (GSUSA), 213 Signifi cance concept, 141–143 Reengineering the Corporation: A Manifesto for Busi- Sinegal, J., 56 ness Revolution (Champy), 3 SIs (systems integrators), 183 Reengineering Management (Champy), 3 Sisodia, R., 47 Reichheld, F., 45 Skype, 161 Reinventing Strategy (Pietersen), 207 Smallwood, N., 13 Repacking Your Bags (Leider), 112 SMARTHINKING, 159 Research in Motion, 289 Smith & Wesson Company (S&W), 9–12 Respect at work, 79 Smith, A., 92 Responsibility Smith, D. K., 98 core value of personal, 331–332 Social network knowledge, 308 leadership, 311 Social responsibility See also Social responsibility “corporate social opportunity” for, 38, 126–127 Responsibility Gap, 127–129 growing interest in, 123–125 Retirement growth in social sector/nonprofi t organiza- fi nding new purpose during, 118–119 tions and, 125–126 “new elders” in, 113–114 lasting importance of, 129–131 organizations which will re-create, 116–118 “Responsibility Gap” in, 127–129 re-creating concept of, 112–113, 114–115 See also Community; Ethical issues; Working on Purpose seminar on moving Responsibility beyond, 115–116 Solomon, R. C., 135 Reward system support, 195–197 Something to Live For: Finding Your Way (Leider), Reynolds and Reynolds, 183 112 Rickitt and Coleman, 264 Sonicbids.com, 68 Ritz Employee Promise and Credo, 71–72 Southwest Airlines Ritz-Carlton Hotels, 2, 64, 71–72, 73 authorship approach of, 137, 138 Rockwell Collins Display Systems, 33 formal and informal integration by, 102–103 Rollins, K., 298 “informal organization” approach of, 99 Ross, F., 148 talent management approach by, 195 Rowe, J., 101, 102 treatment of employees by, 58, 134, 147 Ryan, K., 165 Spillett, R., 158, 217 Ryan, M. J., 71 Spot management, 65–66 SRC Holdings, 58, 61 S SSM Health Care (SSMHC), 70–71 Sabia, M., 106–110 Stability issue Sage Software, North America, 327 assumptions related to, 189 Salamon, L., 218 change management and, 190–191 SAP, 183 effectiveness relationship to, 190 Sarbanes-Oxley Act (2002), 135 organizational design and, 189–190 SAS, 58 Staples, 296 Saturn, 304 Star Model, 184e–186 Savvy Source for Parents, 166 Starbucks, 57–58, 59, 103, 132, 147, 169, 194 Scarlett, J., 295–296 Steelcase, 150 Schein, E. H., 243, 258 http://www.pbookshop.comStemberg, T., 296 Schmidt, E., 121 Strategic Alliances Among Health and Human Ser- Schramm, C., 162 vices Organizations (Bailey), 228 Schultz, H., 73, 132, 134, 296 Strategic learning capability, 215 Self-interest concept, 41 Strategic unity Self-knowledge, 308 defi nition of, 16 Senge, P., 66, 68 three agendas for creating, 23–24 Shakespeare, W., 334 Strategists, 18 Shaping School Culture (Deal and Peterson), 132 Strickland, B., 76, 145 Share Our Strength, 171 Students Shareholders changing the attention of the, 234–235 how organizations of the future treat their, MBC model helping disadvantaged, 151–153 47–48 redefi ning at-risk, 149–151 value maximization for, 40 See also College of the future; Higher educa- Sheldon, A., 261 tion; Vocational education Shirley, J., 287, 288, 289 Subcultures Shooting magazine, 11 building alignment of, 266–267

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dynamics of, 265–266 Today (BBC radio program), 88 engineering, 264 Tolstoy, L., 207 executive, 265 Tractor Supply, 295–296 General Foods (GF) alignment of, 260–262 Training value, 82–84 operator, 264 Transparency, 42 organization differentiation into, 259 Transparency (O’Toole, Bennis, and Goleman), 49 other organizational examples of warring, Treat People Right! (Lawler), 188 262–264 Trilogy Software, 164 See also Culture Trudell, C., 304 Suppliers, 46–47 Trust Sustainability, 140 BGCA focus on ensuring public, 226 Sustaining Our Spirits: Women Leaders Thriving “Four Cast Member Expectations” practice to for Today and Tomorrow (Bailey, and associ- build, 254 ates), 228 as progressive organization quality, 42 Swenson, S., 327–328 Tucker, J. V., 333 Systems thinking Turnover rates, 55 developing a learning organization using, 20% rule, 165 67–69 making the organizational change to, 72–74 U origins and description of, 66–67 Ulrich, D., 13 overcoming the accountability hurdle, 69–71 The Ultimate Question (Reichheld), 45 as value driven, 71–72, 74 UN Global Compact, 121, 122 Unfreezing model, 190–191 T Unilever, 96 Take a Second Look at Yourself (Miller), 334 Unionization, 55 Talbot’s, 281 University of Minnesota, 228, 237 Talent University of Pittsburgh, 148 attracting, 163–164 University of Pittsburgh Medical Center, 150 defi nition and formula of, 16 Untethering trends, 166–168 developing, 18, 164–165 UPS, 58, 293 Low-Labor-Cost strategy barrier to hiring, U.S. Constitution, 95 55–56 U.S. Secret Service, 192 mature workers as essential, 112–119 USMC, 103 organization design to manage, 195 as organizational capability, 16–17 V retaining, 165 Value proposition See also Employees Blueprint Company breakthrough, 294 Talent (Lawler), 188 leveraging learning for, 193–194 “Talent mindset,” 162–163 mastering exponential returns for, 295 Tandy Corp., 287 of mature workers, 112–119 Teach For America, 121–122 of ongoing training, 82–84 Teams Value-based systems approach, 71–73, 74 GSUSA bridging change using “gap,” 210 See also Organizational values high-performance, 272–273, 277e –278 Vanourek, G., 157, 159 leadership redefined through high-perfor- VARs (value-added resellers), 183 mance, 273–276 Venture philanthropy, 171 strategies for creatinghttp://www.pbookshop.com inclusive, 250–255 Vioxx scandal, 133 Teams at the Top (Katzenbach), 98 Vision Technological communication aids, 312 of constituents, 32–34 Temple approach, 76, 141–143 developing and driving the High-Involvement Tenure (higher education), 233–234 model, 269–271, 279 Tesco, 179 forward-looking leadership as, 27–36 Theft by employees, 55 Girl Scouts of the USA (GSUSA), 207 The Theory of Moral Sentiments (Smith), 92 “ideal job,” 39 Thomson, D. G., 285 leadership as lifting a man’s, 319 “Thoughts for Today” (BBC radio segment), 88 See also Mission 360-degree feedback Visionary change Leadership Practices Inventory questionnaire MinuteClinic as example of, 3–6 for, 27 Smith & Wesson Company (S&W) example of organizations, 25 of, 9–12 Tichy, N. M., 297 Sonicbids.com as example of, 6–8 Tierney, T., 219 Vocational education Timberland, 169 changing future of, 148–149

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MBC model for, 149–155 Why Pride Matters More Than Money (Katzen- See also Higher education; Students bach), 98 Williams, R., 102 W Windmill theatre (London), 319 Wal-Mart The Wisdom of Teams (Katzenbach and Smith), 98 business model followed by, 50 W.L. Gore and Associates, 54, 58, 61, 195, high turnover rates of, 55 198–199 leadership brand of, 18 Woo, L. D., 103–105 low-wage strategy used by, 50, 57 Work ethic past business choices made by, 59–60 as organizational value, 78–79 Procter & Gamble’s partnership with, 179 success through, 80–81 rational and emotional integration by, 100 “Work-life balance,” 170 Wallace, J., 125 Working on Purpose seminar, 115–116 Walt Disney World Resort Workplaces as inclusiveness role-model, 247 competitive, 49–61 leadership inclusiveness at, 246–247, 248–249 inclusive environment of, 245–257 ten ways that inclusiveness is fostered by, prison-like environment of some, 90–91 249–255 See also Organizations Walton, S., 59–60 World Bank, 127 Washington, G., 318 Worley, C. G., 157, 188 Waterman, R. H., Jr., 136 Wright, F. L., 151 Wealth, Innovation, and Diversity (Barker), 329 Wright, J., 296 Weiss, A., 246 Welch, J., 126, 307 X West Michigan Center for Arts and Technology X-Engineering the Corporation (Champy), 3 (WMCAT), 154 Xenophon, 311, 313 West Paces Hotel Group, 73 Xerox Business Solutions, 70 When Goliaths Clash: Managing Executive Confl ict Xilinx, 61 to Build a More Dynamic Organization (Gutt- man), 268 Y Whistle While You Work (Leider), 112 YouTube, 121, 161, 175 White, E. B., 115 YUM! Brands, 299 Whole Foods, 58 Yunus, M., 41

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