Filled with case studies from firms such as GT Automotive, GE Healthcare China, Vale, Dominos, Swiss Re Americas Division, and Polar Bank, among others, this book (written by Dan Denison and his co-authors) combines twenty years of research and survey results to illustrate a critical set of cultural dynamics that firms need to manage in order to remain competitive. Each chapter uses a case as a means to illustrate an important aspect of culture change focusing on seven common culture-change dilemmas including creating a strategic alignment, keeping strategy simple, and more. PRAISE FOR Leading Culture Change in Global Organizations "Denison and his colleagues have nailed it! Their longitudinal research on seven global companies clearly demonstrates that culture impacts business performance and that leaders can successfully change culture. The ideas are clear and the stories compelling. This book is a wonderful combination of theory, research, and practice." -- Dave Ulrich , professor, Ross School of Business, University of Michigan; partner, The RBL Group "Scaling our culture is integral to building the JetBlue brand and the Denison Organizational Culture Survey has been fundamental to our success. Read the book--more color is better!" -- Dave Barger , CEO, JetBlue "This book brings together the unique knowledge and experience that the authors have accumulated at IMD, working with some of the best global companies. It is a must-read for all executives embarking on a major global cultural and transformational journey!" -- Dominique Turpin , president, International Institute for Management Development "From Europe to the United States, and from China to Brazil, these authors tell us a compelling set of stories about how leaders can transform the cultures of global organizations. A great read for executives and academics alike!" -- Katherine Xin , professor of management and associate dean, China Europe International Business School (CEIBS) "My biggest surprise in implementing business transformation at the United States Defense Logistics Agency was the difficulty associated with change management. Denison's work provides the background and the 'how to' required for successful implementation of cultural change in both small and large organizations." -- Keith W. Lippert , vice admiral (retired), US Navy; partner, Accenture LEADING CULTURE CHANGE IN GLOBAL ORGANIZATIONS What happens when leaders try to transform the culture of their organizations? What approaches are most likely to lead to success? Which path will have the greatest impact on the performance of the business? Leading Culture Change in Global Organizations offers a practical look at the approaches that a set of successful companies have used to implement cultural change within their organizations. In this book, the authors summarize over 20 years of tracking culture transformations in seven different global organizations to illustrate the critical set of dynamics that firms need to manage in order to remain competitive. Supporting the front line - Creating strategic alignment - Creating one culture out of many - Exporting culture change - Building a global business in an emerging market - Building a global business from an emerging market This important resource summarizes the insights from each of the companies studied (GE Healthcare, Vale, Domino’s, Swiss Re, DeutscheTech, Polar Bank, and GT Automotive) as a means to illustrate these important dynamics of culture change. The authors tracked these organizations and their leaders over time, using the Denison Organizational Culture Survey . The authors summarize the “before and after” results to help focus on the most successful culture changes. Each chapter provides a set of “Lessons for Leaders,” which illustrates how leaders can learn from these examples to drive the kind of organizational change that is needed to give their company a competitive edge. Daniel Denison is professor of management and organization at International Institute for Management Development (IMD) in Lausanne, Switzerland. Robert Hooijberg is professor of organizational behavior at IMD. His areas of special interest are leadership and 360-degree feedback, negotiations, team building, and organizational culture. Nancy Lane is a research associate at IMD who collaborates with Robert Hooijberg. Colleen Lief is project manager of the IMD-Lombard Odier Darier Hentsch Family Business Research Center. Used Book in Good Condition