Tensions of organization design -- Aligning span of attention -- Unit structure -- Diagnostic control systems -- Interactive networks -- Shared responsibilities -- Adjusting the levers : three examples -- Designing organizations for performance.

Introduction -- Step one: Increase urgency- getting people to say "let's do something" -- Step two: Build guiding teams- finding the right people to make change happen -- Step three: Get the vision right- seeing the future -- Step four: Communicate for buy-in- getting the message right and...

The essential evolution: personnel, human resources, talentship -- What is a decision science applied to talent? -- The HC bridge framework: pivot-points in impact, effectiveness, and efficiency -- Impact: finding the strategy pivot-points -- Impact: linking strategic pivot-points to...

Resolving the tension between theories E and O of change / Michael Beer & Nitin Nohria -- Purpose of change. Value maximization and the corporate objective function / Michael C. Jensen -- The puzzles and paradoxes of how living companies create wealth: why single-valued objective functions are...