Enterprise-Wide Change: Superior Results Through Systems Thinking
November 2004, Pfeiffer
Purpose of this Book.
Organization of the Book.
Part A: Introduction to Systems Thinking and Superior Results.
1. The Fundamentals of Enterprise-Wide Change.
Welcome to the Future.
The Systems Thinking Approach.
Achieving Superior Results.
The Uniqueness of Enterprise-Wide Change.
21st Century: Revolutionary Worldwide Change and Its Implications.
The Secret of Constant Growth.
75 Percent of All Major Changes Do Not Succeed.
The “Big Three” Enterprise-Wide Failure Issues.
Preview: The Enterprise-Wide Change Journey.
Chapter One Recap.
2. Seeking a Unity of Science for Living Systems.
Complexity Versus Simplicity: Our Different Views of the World.
The Helicopter View of Life.
Analytic Thinking: A Mindset Left Over from the Industrial Age.
General Systems Theory: The Unity of Science.
Chapter Two Recap.
3. Foundations of the Systems Thinking Approach.
Systems Concept #1: Seven Levels of Living Systems.
Systems Concept #2: Natural and Predictable Cycles of Change.
Systems Concept #3: The Simplicity of Systems Thinking Is Backwards Thinking.
Systems Concept #4: Twelve Characteristics of Living Systems.
The Whole System: Living Systems Characteristics #1–#6.
The Inner Workings of Systems: Living Systems Characteristics #7–#12.
Some Guiding Principles of Systems Thinking.
Chapter Three Recap.
Part B: Practical Application to Enterprise-Wide Change.
Framework for Part B.
4. Smart Start: Engineering Success Up-Front.
Smart Start: Engineer Success Up-Front.
The Iceberg Theory of Change—Three Realities of Life: Content—Process—Structure.
The Structures of Change Expanded: Tailored to Your Needs.
Structure and Player #1: Change Leaders.
Structure and Player #2: Change Consultants.
Structure and Player #3: Change Implementers.
Structure and Player #4: Program Management Office.
A Menu of Additional Change Infrastructures.
Further Elaboration on Key Structures.
The Game Plan for Enterprise-Wide Change.
Chapter Four Recap.
5. Clarity of Purpose: Working On the Enterprise.
Chapter Context: Working On the Enterprise.
Missing Element #1: Phase E.
Missing Element #2: Phase A.
Missing Element #3: Phase A.
Missing Element #4: Phase B.
Summary: Clarity of Purpose.
Chapter Five Recap.
6. Assessing the Enterprise as a Living System.
Some Mental Maps for Assessing Enterprises as Living Systems.
Multiple Conflicting Mindsets or Mental Maps (Versus a Totally Integrated Enterprise-Wide Assessment).
One Mental Map of an Organization as a Living System.
A New Enterprise-Wide Assessment Mental Map: A Business Excellence Architecture.
Summary: Enterprise-Wide Assessment and Vital Signs.
Chapter Six Recap.
7. Simplicity of Execution: Working In the Enterprise.
On the Path to Clarity and Simplicity.
Cascading the Changes: Strategies—Initiatives—Tasks—Accountability—Rewards.
Chapter Seven Recap.
8. Wave After Wave of Changes.
Individual Change: The Rollercoaster of Change.
Enterprise-Wide Change and the Rollercoaster of Change.
The Cascade of Change: Wave After Wave.
Seven Natural Rings of Reality: Classifying Mainstream OD Change Interventions.
The Seven Natural Rings of Reality Matrix and the Impact of the Rollercoaster of Change.
Implications for the Enterprise-Wide Change Journey.
Chapter Eight Recap.
9. Sustain Business Excellence.
The Mid-Course Enterprise-Wide Change Review: Fighting Entropy in Enterprise-Wide Change.
Annual Review of Organizational Capacity.
Chapter Nine Recap.
Enterprise-Wide People Edge Best Practices.
Part C: How to Begin Enterprise-Wide Change.
10. Working on the Enterprise: The Bite-Sized Approach.
How to Begin: Tailored to Your Needs.
About the Series.
Statement of the Board.
Afterword to the Series.
About the Series Editors.
About the Authors.
Gail Aller-Stead is the Change Management Practice Leader and a partner in the Centre for Strategic Management, a global strategic alliance of consultants and trainers in Canada and the United States, with 38 offices in 20 other countries.
James McKinlay is the cofounder of the Centre for Strategic Management and its managing partner for Canada.
—Admiral Dennis Blair, USN (Retired), former Four-Star Commander-in-Chief, Pacific Command, and president of the Institute for Defense Analysis
“Makes an invaluable contribution to the fields of
organization development, change management, and strategic
planning, as well as to the individuals who lead and consult in
organizations including executives and senior manager, internal and
external consultants who assist organizations in their efforts to
survive and thrive in the current fast-paced, highly competitive,
global, complex, and ever-changing marketplace.”
--Jeanne Cherbeneau, president, Cherbeneau & Associates
“The message in the book is not only why enterprise wide
change (EWC) is critical to organizations who want to survive and
be successful, but also how to implement this change. The examples
of what not to do versus how to do it right were very helpful. The
comprehensive details and examples given about other companies made
the message and information even clearer. It’s one thing to
write about a topic, but to actually get your point across is
another. The authors also put together a beginning to end process
on EWC in one book that is easy to read and implement.”
--Lori L. While, senior vice president, Valley Credit Union
“This book provides valuable context and content to enable
the reader to understand and apply the systems-thinking concepts.
It provides the tools that needed to actually start and sustain and
enterprise change effort in a planned and systematic method.
Provides and excellent introduction to and framework for the
complex process of enterprise-wide change. It’s a great
--Mary Jefferies, director, human resource services, Alberta Environment
“This is not some esoteric ‘fad of the decade’
book, it addresses in a very pragmatic way, the various elements
that need to be considered when developing a change management
process in a systems thinking context.”
--Dennis A. Looney, vice president of operations, Apex-Carex Healthcare Products
“Haines’ book gives practitioners and project
managers a comprehensive map with principles and guides to navigate
the change process.”
--Aaron S.L. Pun, former chairperson, Hong Kong Society for Training and Development
“Enterprise Wide Change is filled with examples and
real-life applications, as well as checklists and
--Denise Bryson, vice president, client services, New Client Marketing Institute
“The great value of this book is the way it manages to
weave together the various elements of the strategic process in a
simple and practical model. ”
--Miguel Guilarte, professor, Fielding Graduate Institute, founder and CEO, Transforma Management Consulting
“Easy and quick to read—pulls together lots of
diverse ideas into one source. This book offers steps in the model
that are very specific, as well as many case examples, clearly
marked tools, questions, and charts.”
—John Clarke, director of training, development, and quality