Navigating change: how CEOs, top teams, and boards steer transformation

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Before joining Delta, she was a principal of the consulting firm W. Warner Burke Associates, Inc. Spencer has coauthored several articles and book chapters on topics relating to organizational change.

Donald C. Hambrick , David Nadler , Michael Tushman. Navigating Change brings together the latest insights and ideas on senior leadership from the world's foremost business thinkers and practitioners.

Navigating Change: How Ceos, Top Teams, and Boards Steer Transformation

Including contributions from such prominent CEOs and Paul Allaire of Xerox, Jamie Houghton of Corning, and Bob Bauman, formerly of SmithKline Beecham as well as from academic experts such as Manfred Kets de Vries, Chris Bartlett and Sumantra Ghoshal, the volume captures timely and pragmatic ideas on institutional leadership and governance in the face of profound and continuous change.

Successful corporate transformation requires vigilance, appetite for change, converted effort, and clarity of purpose from three distinct but interconnected parties: the CEO, the top management team, and the board of directors. MGMT — Strat Impl and Chg 2 This course addresses the managerial challenge of strategy implementation, particularly by examining the organizational elements that must be drawn into line to support a strategy, as well as the immense difficulties of changing an organization.

As such, the course relies on two overarching frameworks.

Donald C. Hambrick

The first is a model of organizational alignment; the second is a model for managing the change process. The course will emphasize application and practice, primarily by the use of cases.

How are the elements of the problem interconnected? What should be done? How, specifically, should we go about it? Strategy Implementation and Organizational Change will be relevant for a broad array of students, including those hoping to be managers, consultants, investors, and entrepreneurs.

Because the course focuses on changing entire organizations rather than small parts of organizations , we will be primarily taking the point of view of senior managers. However, our frameworks and tools, and the skills students will develop, will be useful early in their careers, as they face the need to manage change in their own subunits, as well as the need to comprehend and contribute to firm-wide changes. MGMT — Individual Studies Variable Creative projects, including nonthesis research, which are supervised on an individual basis and which fall outside the scope of formal courses.

MGMT — Upper Echelons 3 To learn to evaluate and conduct research on top executives and their influence on organizational strategy, structure and performance. MGMT — Sem Corp Stratgy 3 Current theoretical and research issues applicable to the study of corporate strategy formulation and implementation. Donald C.

Download Photo Personal Website. Expertise Current research focuses on executive psychology, top management team dynamics, and history and evolution of the field of strategic management. Courses Taught MGMT — Strat Impl and Chg 2 This course addresses the managerial challenge of strategy implementation, particularly by examining the organizational elements that must be drawn into line to support a strategy, as well as the immense difficulties of changing an organization.

Selected Publications Hambrick D.

Quigley T. Gupta A. Hambrick D.

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