Society Dilemma of Corporate Transformation : Genichi Udagawa

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Social
[Content introduction]
◆ 『 Working with Others in 』 (The Best Book Award at "HR Awards 2020")
A business scientist who connects theory and practice that resonated with many readers.
■ Human Capital Management, Agile Management, 1on1, Squirrel Killing, Improving Psychological Safety …. Big Words alone cannot change an organization.
Why, how, and how can the mechanisms that hinder organizational change and innovation be overcome?
With dialogue and the narrative approach as practical and theoretical organizational problems with the "dialogue" and "approach" as key techniques, read through the structural problems facing modern companies and present a new vision of corporate transformation.
■ "Although the current business performance is not so bad, the business performance is gradually declining," "We have not been able to develop new businesses in areas other than existing businesses," "On-site people are feeling helpless due to the fatigue of change," and "Even good ideas cannot get cooperation from other departments."
Is there any such problem in your workplace now?
In this book, I will explain why and by what mechanism these problems faced by many companies occur, by referring to various examples of corporate transformation that the author has actually been involved in, and by referring to a wide range of theories that emphasize the psychological aspects of human beings.
■ One of the key words "structural incompetence" refers to the absence of organizationally necessary actions in response to environmental changes and business opportunities, or the structural and chronic lack of organizational and human capabilities.
It can lead to an organizational vicious circle in which morale falls, new businesses cannot be developed, the range of businesses does not expand, an efficient division of labor is put in place, and the consensus needed to get new businesses on track is not obtained.
■ This book carefully delves into the structure of these issues from the three points of "ambiguity," "complexity," and "spontaneity," and presents the path to realize the corporate reforms required by many companies, while keeping close to the positions and awareness of issues among members of each division, divisions such as human resources and corporate planning, and even top management.
■ At the same time, another purpose of this book is to show new ideas of change.
It means that each person who works in the organization voluntarily finds his position and role in the organization, and that it continues to make steady efforts step by step in the current situation.
Another purpose of this book is to ask the meaning of this "viewpoint from now".
[Positioning of this book and audience]
The author, 』 who works with others in 『 (NewsPicks, 2019), has targeted the members of his organization, and the second film, 『, has targeted the middle class in 』 where the organization is changing.
These books are based on the author's awareness of how to overcome the problem of complex relationships, such as the gap between self and others, or between understanding and practice of things.
The third edition of this book will also be useful for corporate departments such as human resources and corporate planning, as well as for management.
Contents
Introduction Consider "Management" in a Gradual Decline
The Purpose of Drucker and Corporations / What is Dialogue / The purpose of this book
Chapter 1 What Corporate Transformation Is
Four Practices in Corporate Transformation
Overview of this book
Chapter 2 What Is Happening in Your Workplace -- Understanding Duality of Problems
The Thinking of the Corporate Planning Department / The Thinking of the Management / The Process of Starting Awareness of Problems /
difference between the scope of this book and the existing Corporate Transformation Theory -- 『 V-Shaped Recovery Management 』 and 『 Corporate Transformation Power 』 / Recognizing Duality of Problems /
Modern Companies Falling into Chronic Diseases / Column : Corporate Transformation as an Adaptive Challenge
Chapter 3 Why Structural Incompetence Occurs -- Understanding Mechanisms of Organizational Incompetence
The Lessons of the King's Cross Subway Fire Accident / Missing Opportunities -- From Company B's Case / From Sales Representative N's Perspective / Division Manager's Idea /
What Is Happening at Company B / What Is Happening at Company B / What Is Caused by Organizational Fragmentation / What Drives Awareness /
How We Deal with Organizational Incompetence / From Intel's Case /
Column : Chronic Diseases and Adaptation Challenges
Chapter 4 : Corporate Transformation and Dialogue -- Three Perspectives on Structural Incompetence
What is Organizational Capability / What is Dialogue / How to Use Dialogue for Corporate Transformation / Suggestions from Management Studies / Management is Dialogue and Change / Column : Practice with the narrative Approach
Chapter 5 : "I don't know." Overcoming Barriers -- Understanding Organizational "ambiguity"
How to Gauge the ambiguity of a Problem / Companies Embedded in a Conduct Environment -- From Southwest Airlines /
Why the Innovation Dilemma Arises / Slow Change Is Hard to Recognize / Challenges of Dejima Organization /
Why the development of new businesses does not progress / How to Analyze Past Successes / Company S Case (1) and Open Innovation /
Column : Drucker, Conservatism, Open Innovation
Chapter 6 "No Progress" Overcoming Barriers - Addressing Organizational "Complexity"
Two Reasons for No Innovation
Reasons for No Innovation
Reasons for No Innovation
Reasons for No Innovation
Reasons for No Innovation
Reasons for No Innovation
Reasons for No Innovation
Reasons for No Innovation
Reasons for No Innovation
Reasons for No Innovation
Reasons for No Innovation
Reasons for No Innovation
Reasons for No Innovation
Reasons for No Innovation
Reasons for No Innovation
Reasons for No Innovation
Reasons for No Innovation
Reasons for No Innovation
Reasons for No Innovation
Reasons for No Innovation
Reasons for No Innovation
Reasons for No Innovation
Reasons for No Innovation
Reasons for No Innovation
Reasons for No Innovation
Reasons for No Innovation
Reasons for No Innovation
Devi Overcoming Barriers - Fostering Spontaneity
What is "Organizational Change"? / How to Develop New Businesses - From Company E / Investment Prerequisites /
Support that is essential for realizing change / Rethinking your businesses from the context of the other party / How to Foster Spontaneity /
Importance of Feedback / Power of Storytelling - From Hospital Transformation Projects / Collaborative Relationships Create Spontaneity /
"The speaker must speak in the words of the listener" / Column : Wildfire Activities and Corporate Transformation
Chapter 8 Promoting and Supporting Corporate Transformation
Efforts to Build Organizational Capacity / Positioning of Change Support Functions / Four Practices and Support Functions in Corporate Transformation /
Overview of This Book
References
Conclusion
References
Author's Brief
Associate Professor of the Graduate School of Economics and Management at Saitama University
Born in 1977.
Specialized in management strategy theory and organization theory.
After working as an assistant at Waseda University's Asia-Pacific Research Center, Associate Professor at Nagasaki University Faculty of Economics, and Associate Professor at Seinan Gakuin University's Faculty of Commerce, he has been in his current position since 2016
In addition to research on enterprise transformation, innovation promotion and strategic development, he is also an enterprise transformation advisor for large manufacturers and start-ups.
Received the prize from an academic society for History of Management Studies (Research Paper Category Incentive Award, 2007).