An innovative, practical guide for managers at every level—from the CEO to the frontline supervisor. This book describes the seven types of Organizational DNA and how to optimize the performance of each. Each chapter features case studies based on primary interviews with companies that have successfully fixed what’s wrong and reaped significant results.
Mission DNA makes the sometimes "fuzzy" subject of organizational culture quantifiable and actionable, even for analytical types. Adapted and reprinted with permission from Strategic Finance, June, 2006 (www.strategicfinancemag.com)
Reports findings from the 50,000 Profiler surveys, including country- and region-based comparisons, implications of organization type on profitability, and themes that appear in company-specific datasets.
A case study discussion of Special Olympics and their ‘do-it-now’ solution to their ‘just-in-time’ organizational culture. Adapted and reprinted with permission from Associations Now, January 2006
Targets the common phenomenon of excessive middle-management layers and narrow spans of control with remedies that look beyond simple headcount reductions
Explains how overly bureaucratic and political organizations can decentralize decision-making and spans of control to unblock the flow of information.
It's a place where more energy is put into thwarting things than starting them, but in the nicest way. A startling percentage of established organizations display the symptoms of ‘everyone agrees but nothing changes.’
Explores the role of the Chief Human Capital Officer in directing organizational change. Follows a case study example of converting a Passive-Aggressive Organization into a high-execution organization.
