True Change e-bog

Drawing on her own long-term research and extensive work experience, Janice Klein reveals how the power of people (insiders who are able to see problems from outsider's perspective), approach ("e;pulling change"e;), and system (support infrastructure) combine to turn new ideas and concepts into institutionalized practices. In particular, certain people inside organizations "e;outsiders on the inside"e; are key to driving innovation, adaptation, and real change. Using examples from leading companies in MIT's Leaders for Manufacturing (LFM) and System Design and Management (SDM) Partnership -- such as Boeing, Intel, Motorola, Alcoa, Ford, Kodak, and others -- she shows how employees at all levels can learn how to become "e;an outsider on the inside,"e; and be in the right place at the right time to discover opportunities to "e;pull"e; into their organization. Throughout, we grow to understand the perspectives of numerous "e;outsiders on the inside,"e; by hearing their voices and observing their actions. The strategy Klein provides is relevant for any company that hopes to build a change capability, rather than attempt only to manage change.