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The first step in breaking organizational culture inertia is simplification. This helps to eliminate the complex routines, processes, and hidden bargains among units that mask waste and inefficiency. Strip out excess layers of administration and halt nonessential operations—

Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters

A challenge for adaptive leadership, then, is to engage people in distinguishing what is essential to preserve from their organization’s heritage from what is expendable.

Ronald A. Heifetz • The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World

What is important about this strategy development process is that it represents not just a one-time event, but a shift in the ongoing management processes of the firm. It puts in place a “conscience” mechanism which forces each practice area to consider (and, over time, reconsider) how it is operating, where it is going, and how it plans to compete

David H. Maister • Managing The Professional Service Firm

Field theory; Group Dynamics; Three-Step Model of Change

Linda Holbeche • Organization Development: A Practitioner's Guide for OD and HR

Tactic 1 – Effective communications Tactic 2 – Executive sponsorship Tactic 3 – Coaching by managers and supervisors Tactic 4 – Ready access to business information

Jeffrey Hiatt • ADKAR: A Model for Change in Business, Government and our Community

Thus, the guiding policy lies in the realm of reorganization and renewal. And the set of coherent actions are changes in people, power, and procedures.

Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters

The second book he bought was Drift into Failure by Sidney Dekker, which he passed out to all his IT infrastructure and operations people. Dekker’s book forces organizational managers to rethink blame and accountability in complex processes. When something goes wrong, it asks, “Should you blame the person? Or is it the system?”2*

John Willis • Deming's Journey to Profound Knowledge: How Deming Helped Win a War, Altered the Face of Industry, and Holds the Key to Our Future

When shaping an organization in practice, your work decomposes into manipulating three levers: structure, incentives, and culture. Organization designers know they must consider the interplay between all three elements. For example, companies organized into business units tend to have different cultures at the unit level, but strong company culture... See more

Cedric Chin • Org Structure Isn’t Everything in Org Design

A business manager must be able to hold employees accountable for their performance as it relates to a change in the business