The Resilient Organization: How Adaptive Cultures Thrive Even When Strategy Fails
by Välikangas, LiisaEdition: 1st
Format: Hardcover
Pub. Date: 2010-06-14
Publisher(s): McGraw-Hill Education
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Summary
It means you are not a prisoner of past performance, good or bad; you don't rely on the right leader alone for success but build the capability to be resilient into the organization. You constantly rehearse the culture of anticipating and responding to change, and you innovate even when you don't yet need to.
Author Biography
Liisa Valikangas, Ph.D., is professor of innovation management at the Aalto University School of Economics (formerly Helsinki School of Economics) in Finland. She is the cofounder and president of Innovation Democracy, a nonprofit global organization dedicated to supporting local innovation and entrepreneurship. Her research on innovation, strategy, and organization has been published in Harvard Business Review, MIT/Sloan Management Review, and The Wall Street Journal. With Gary Hamel, she coauthored the Harvard Business Review article "The Quest for Resilience" and cofounded the Woodside Institute, a research organization dedicated to advancing management innovation. Professor Valikangas currently divides her time between Helsinki and California.
Table of Contents
| Preface: A Note on Personal Resilience | p. ix |
| Why Resilience Now? | p. 1 |
| The Newly Fallen World Rising: Resilience Reform | p. 5 |
| Fallen Eagles: Bet on Resilience, Not on Strategy | p. 11 |
| Parts More Resilient than the Whole | p. 25 |
| Step 1. Managing the Consequences of Past Performance | p. 45 |
| Performance Traps | p. 49 |
| Case Study: Innovation Trauma and Resilience | p. 61 |
| Step 2. Building Resilience into the Organization | p. 79 |
| Why Leadership Matters, but It Is Not Sufficient | p. 83 |
| Resourceful, Robust, and Adaptive: The Building Blocks of Organizational Resilience | p. 97 |
| Sisu: Resilience as Inner Strength | p. 111 |
| Case Study: Resilience in Action-Building Reservoirs for Change | p. 121 |
| Case Study: Imaginative Thinking in Action-The Case of the ODDsters at AT&T | p. 133 |
| Step 3. Rehearsing a Culture of Resilience | p. 151 |
| Postcard No. 1 from the Silicon Valley, California: For the Love of It!-The Resilience of Amateurs | p. 155 |
| Postcard No. 2 from Hanover, New Hampshire: "We Want Our Country Back!"-The Emergence and Resilience of Open Organizing | p. 165 |
| Postcard No. 3 from San Jose, California: Tempered Radicalism and Management Practices That Stick | p. 181 |
| Postcard No. 4 from Woodside, California: The Challenge of Inventive Experimentation to Management Research-Or, Who Is Responsible for Developing New Management Practice? | p. 199 |
| Conclusion: Bridging the Resilience Gap | p. 223 |
| Endnotes | p. 231 |
| References | p. 239 |
| Index | p. 259 |
| Table of Contents provided by Ingram. All Rights Reserved. |
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