Changing the Game: Organizational Transformations of the First, Second, and Third Kinds

by Yvonne Randle, Eric G. Flamholtz, Howard Schultz

Book Overview

How do companies like Microsoft and Wal-Mart rise to the top of their industries and dominate year after year, while others like PeopLe Express and LA Gear burn out after promising starts? In Changing the Game, Eric Flamholtz and Yvonne Randle, two leading management consultants, reveal that the key to success lies in how you transform your organization.

Virtually all organizations face critical transition points in their life cycle, when they must...

• Format: Hardcover
• Language: English
• ISBN: 0195117646
• ISBN13: 9780195117646
• Release Date: October 1998
• Publisher: Oxford University Press
• Length: 320 Pages
• Weight: 1.30 lbs.
• Dimensions: 1.2" x 6.2" x 9.5"

Customer Reviews

"Business is a game without an end".

"In its broadest sense, a game involves procedures or strategies for gaining certain ends. The game of business is to use resources (people, money, ideas, equipment, and tools) to gain certain ends desired by the organization. For a corporation, the objectives of the game are to increase profitability and shareholder value...Whether it is recognized or not, all organizations operate under a 'game plan'. The 'organizational game plan' consists of the basic concept of the game being played as well as the fundamental strategy for playing the game...No matter what game an organization chooses to play or how it chooses to play it, there are certain periods in an organization's life when 'the game' (either the game itself or how it is played) needs to be changed. This occurs when there have been major changes in the economic environment, or some kind of revolution in technology or the nature of competition. It can also happen simply as the result of significant, rapid organizational growth...As used in this book, the phrase, 'changing the game' has a dual meaning. First, it refers to changes in the game being played by an organization. This involves changes in the business an organization is actually in. In addition, the phrase also refers to changes in the way the game is being played (i.e., how a firm operates). Both are major aspects of a business and both can require major transformations, either at different points or even at the same time. These transformations are the focus of this book and define what we mean by 'changing the game'...During the past few years, there has been increasing use of the terms 'transformation' and 'change' in business literature. Some people unfortunatelly use these terms synonymously. That is not the way we will use these terms in this book...Our focus in Changing the Game is on transformation rather than merely incremental changes" (pp.4-9).In this context, Eric G. Flamholtz and Yvonne Randle:* describe 'pure' types of transformations, including what they have termed Transformations of the First, Second, and Third Kinds:1. Entrepreneurial transformations to professional management including the special case of family business transformations - First Kind (more detailed discussion and examples of this kind see Chapter 3).2. Revitalization transformations of established companies - Second Kind (more detailed discussion and examples of this kind see Chapter 4).3. Business vision transformations - Third Kind (more detailed discussion and examples of this kind see Chapters 5-6).and note that actual organizations sometimes engage in compound transformations, consisting of more than one type of transformation simultaneously.* present a framework that managers can use to understand and plan what must be done to build an organization with a high probability of long-term success, and examine four critical factors that influence the design of a successful business enterprise:1. The 'busi

Clear, crisp and practically powerfull tool.

Not only is this book written in a clear and crisp manner, but the tools described in the book are practical to use and the results easy to interpret.

Excellent help in creating a "map" to your objectives.

How do you begin to look at your business "on the horizon"? The company's management team must create a "map" which will lead the organization to it's objectives. Eric will ask you "by the way, do you know what your objectives are?" He really helps you clarify and organize. As Yogi Berra once said "If you don't know where you're going, you're probably going to get there"!

Excellent Book!

This book is extremely useful for general managers. It has had a profound impact on the way I think about organizations. As authors, Flamholtz and Randle are clear, logical, and practical. As professors, their years of experience as successful strategy consultants translated into one of the best classes I have taken during my MBA years. I highly recommend this book, and will buy it for my friends who are passionate about management.

This the book for managing the business!

It is one of the best books that I never read in my life. Well structured, clear, direct to the point. It is the perfect book if you are looking for frames in order to analyze your business. I strongly suggest to all the MBAs.