Managing Corporate Change

18 Chapter 2 Organization: Design for Change 23 New tasks - new structures ... 50 The solution is part of the problem 51 The human image and the organizational model 51 Outlining what's needed and appealing for behavior to match 52 Playing it down - or the truth by installments 53 Dramatizing - or the business of fear ..... There are plenty of books about the "what" and "why" of the processes of change that companies need to go through. But this is the first book that demonstrates in concrete terms, and with plenty of specific examples, how such changes are best carried out - examples based on practical work and designed to be put into practice. The main part of the book provides the tools needed to do this. The authors offer information on "how to do it" with quick summaries under topics about which little of practical value has yet been published, as well as topics about which the practical manager would otherwise have to plow through whole books.The authors describe the totally new structures that are needed, based on network models and process chains and on a teamwork -based and customer-focussed culture. K. Doppler and Ch. Lauterburg describe the typical phases involved in processes of change, the essential principles of action, and the most important issues arising as these processes develop.