How to minimize the disruption<\/p>\n
The End of Change -- How Your Company can Sustain Growth and<\/p>\n
Innovation while Avoiding Change Fatigue<\/p>\n
By Peter Scott-Morgan, Erik Hoving, Henk Smit and Arnoud van der<\/p>\n
Slot<\/p>\n
McGraw-Hill, 2001<\/p>\n
302 pp<\/p>\n
US$24.95<\/p>\n
JAKARTA (JP): Nothing is permanent but change.<\/p>\n
As ancient as this famous quotation from Heraclitus is, it is
\nmuch more applicable today in the increasingly complex business
\nworld. Dealing with, or adapting to, change is what every
\nbusiness organization must grapple with all the time to survive.<\/p>\n
The End of Change, however, says there is a limit on how
\nfrequent and how fast any business organization can change.
\nSooner or later, managers and employees will suffer from change
\nfatigue. Unless managed properly, change could bring disruptions
\nto the organization's activity, resulting in dire consequences.<\/p>\n
The book gives tips on how to minimize the disruption to your
\nbusiness caused by change. Stability is also important for a
\nbusiness to operate. At the same time, the authors also suggest
\nthat business organizations embrace change, in other words, to
\ninnovate, as and when needed.<\/p>\n
The authors use quadrants to identify types of business to
\ndeal with change. One axis denotes the frequency of innovation
\nand the other the level of innovation. Each quadrant is assigned
\na structure: a pyramid (maintains stability in an incremental
\ninnovation), a cube (maximizes periods of stability by clustering
\nspasmodic innovations into short, efficient bursts), a cylinder
\n(minimizes disruption by building repetitive innovation), and a
\nsphere (reduces disruption amid incessant innovation).<\/p>\n
The book is rather on the heavy side, with too much jargon or
\nconsultant-speak. Nevertheless, it makes good reading,
\nparticularly if you work in an organization that is constantly
\nunder pressure to change or innovate. (Endy M. Bayuni)<\/p>",
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