Description
Book SynopsisDrawing 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 (pulling change), and system (support infrastructure) combine to turn new ideas and concepts into institutionalized practices. In particular, certain people inside organizations outsiders on the inside 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 an outsider on the inside, and be in the right place at the right time to discover opportunities to pull into their organization. Throughout, we grow to understand the perspectives of numerous outsiders on the inside, by hearing their voices and observing their actions. The strateg
Table of ContentsPreface xi
1. What Is True Change? 1
2. The Process of Pulling Change 27
3. Aligning Pulls Across the Organization 51
4. Working Within the Existing Culture to Pull Change 67
5. Preparing Insiders to Wear Two Hats 95
6. Preparing Outsiders to Wear Two Hats 123
7. Getting to the Right Place at the Right Time to Pull Change 147
8. Maintaining Outsider-Insider Perspectives 171
Appendix: Research Methodology 187
Notes 197
Index 203
The Author 207
