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.

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...

Pt. 1. The change problem and its solution. Transforming organizations : why firms fail -- Successful change and the force that drives it -- pt. 2. The eight-stage process. Establishing a sense of urgency -- Creating the guiding coalition -- Developing the guiding coalition -- Developing a...

The growth crisis? : dangerous moves beyond the core -- Visualizing the ideal? : the first principle of adjacency growth -- Evaluating adjacency moves? : balancing desire with data -- Orchestrating adjacency moves? : strengthening the core vs. investing in adjacencies -- Executing adjacency...