When something at work isn't going smoothly, managers strugglewith what part of the problem to tackle first. Do they start withcost reduction? Or should they go for process improvements first?The authors—who have helped hundreds of companies andindividuals change and improve—say spend time and moneyadjusting the systems in which people operate, rather thantargeting people and their performance directly. The authors showthat it's in fact possible to change everything at once—witha focus on making such transformations permanent andrepeatable.Brand-new Introduction written for the paperback editionFilled with illustrative examples from Northrup Grumman,BHP-Billiton, Reebok, Harvard Business School, and many othersTwo experts in the field show how to make major transformationshappen
The book outlines a process for engaging all employees to buy-into an improved vision of an organization's new and improvedfuture.