Klein, Janice A. (MIT Sloan School of Management)

True Change: How Outsiders on the Inside Get Things Done in Organizations Klein, Janice A. (MIT Sloan School of Management)

Commendation Quotes: ?As an operations leader, I knew that beneficial change only came when I fixed real business problems. "True Change" provides an insightful, but simple and practical process that helps operational leaders access and implement those right, ?new? ideas that will truly improve their bottom line results.? ?Bill Hanson, former vice president, Worldwide Manufacturing, Digital Equipment Corporation ?The feature of the text that resonated with me (and I am sure will resonate with individuals in positions similar to mine) is the degree to which the generalized strategies developed are in sync with my experiences. The match of the author?s observations and my experience is uncanny.? ?John M. Grace, vice president, Engineering and Technology, LVS ArvinMeritor, Inc. Jacket Description/Back: How Outsiders on the Inside Make All the DifferenceThough businesses spend millions of dollars on consultants who identify problems and suggest changes, many of these new ideas are never implemented. According to Klein, true change can only come from within an organization. The keys to successful change are creating a culture in which employees at all levels "pull change" (like "pulling inventory") as opposed to having it pushed on them, and developing the skills and processes to implement the resulting "outside" ideas. Klein shows how toTurn seemingly random ideas and acts into predictable events with predictable results Learn the mindset of an "outsider on the inside" Be at the right place at the right time to "pull" changePraise for True Change"As an operations leader, I knew that beneficial change only came when I fixed real business problems. True Change provides an insightful, but simple and practical process that helps operational leaders access and implement those right, 'new' ideas that will truly improve their bottom line results."-Bill Hanson, former vice president, Worldwide Manufacturing, Digital Equipment Corporation "The feature of the text that resonated with me (and I am sure will resonate with individuals in positions similar to mine) is the degree to which the generalized strategies developed are in sync with my experiences. The match of the author's observations and my experience is uncanny."-John M. Grace, vice president, Engineering and Technology, LVS ArvinMeritor, Inc. Biographical Note: Janice Klein is a senior lecturer and researcher at MIT's Sloan School of Management. Author of a textbook, numerous book chapters, and academic journal articles, Klein has also written for Harvard Business Review and Sloan Management Review. Table of Contents: 1. What Is True Change?2. The Process of Pulling Change.3. Aligning Pulls Across the Organization.4. Working Within the Existing Culture to Pull Change.5. Preparing Insiders to Wear Two Hats.6. Preparing Outsiders to Wear Two Hats.7. Getting to the Right Place at the Right Time to PullChange.8. Maintaining Outsider-Insider Perspectives. Appendix: Research Methodology. Jacket Description/Flap: True change comes from within. This fact, however, is often ignoredby organizations that look for it "without"-hiring high-pricedconsultants who have little direct knowledge of the challenges andopportunities within the firm's culture and day-to-dayworkings. The result is a package of solutions that may or may notsucceed and that, most certainly, will be met with some degree ofresistance as it's being pushed down on the organization. Drawing on her own long-term research and extensive workexperience, Janice Klein reveals how the power of people (insiderswho are able to see problems from an outsider's perspective), approach ("pulling change"), and system (support infrastructure)combine to turn new ideas and concepts into institutionalizedpractices. In particular, certain people inside organizations,"outsiders on the inside," are key to driving innovation, adaptation, and real change. Using examples from leading companiesin MIT's Leaders for Manufacturing (LFM) and System Design andManagement (SDM) Partnership-such as Boeing, Intel, Motorola, Alcoa, Ford, Kodak, and others-she shows how employees at alllevels can learn how to become "an outsider on the inside," and bein the right place at the right time to discover opportunities to"pull" into their organization. Throughout, we grow to understandthe perspectives of numerous "outsiders on the inside" by hearingtheir voices and observing their actions. The strategy Kleinprovides is relevant for any company that hopes to build a changecapability, rather than attempt only to manage change. Commendation Quotes: "As an operations leader, I knew that beneficial change onlycame when I fixed real business problems. "True Change"provides an insightful, but simple and practical process that helpsoperational leaders access and implement those right, 'new' ideas that will truly improve their bottom lineresults."--Bill Hanson, former vice president, Worldwide Manufacturing, Digital Equipment Corporation "The feature of the text that resonated with me (and I amsure will resonate with individuals in positions similar to mine)is the degree to which the generalized strategies developed are insync with my experiences. The match of the author'sobservations and my experience is uncanny."--John M. Grace, vice president, Engineering and Technology, LVS ArvinMeritor, Inc. Marc Notes: Originally published: San Francisco: Joseey-Bass, 2004.; Includes bibliographical references and index.; Consultants are all very well, but Janice A. Klein argues that for real change companies need to be looking to their own staff, who have a more intimate knowledge of the business. The staff to look for, she contends, are those who can learn the mindset of 'an outsider on the inside'.

Contributor Bio:  Klein, Janice A Janice Klein is a senior lecturer and researcher at MIT's Sloan School of Management. Author of a textbook, numerous book chapters, and academic journal articles, Klein has also written for Harvard Business Review and Sloan Management Review. Contributor Bio:  Klein, Dave Aaron Klein is a New York Times bestselling author, journalist and radio host. He is senior reporter for WND and hosts Aaron Klein Investigative Radio on New York's WABC Radio, the nation's largest talk station. His previous books include Red Army, The Manchurian President, The Late Great State of Israel and Schmoozing with Terrorists.