01594fam a2200229 a 45000010008000000030008000080050017000160080041000330100017000740200015000910400041001060820017001471000024001642450077001882600054002653000033003195040062003525200451004145200431008656500039012966500029013351850676BD-DhUL20161221095709.0951004s1996    maua     b    001 0 eng    a   95043826   a0875846769  aDLCcDLCdDLCdNNCdOrLoB-BdBD-DhUL00a658.406bVOT1 aVollmann, Thomas E.10aAchieving market dominance through radical change /cThomas E. Vollmann.  aBoston, Mass. :bHarvard Business School,cc1996.  aix, 269 p. :bill. ;c23 cm.  aIncludes bibliographical references p. 257-260 and index.  aThe Transformation Imperative shows why change initiatives like reengineering, continuous improvement, and employee empowerment, when implemented by themselves, are not enough to achieve dominance in today's rapidly evolving business environment. Only when change programs are deep and fully integrated across the organization can an enterprise truly be transformed. And the alternative to transformation, says the author, is certain destruction.8 aDrawing on the research efforts of Manufacturing 2000, a collaborative project between leading multinational companies and the International Institute for Management Development (IMD) in Switzerland, The Transformation Imperative presents useful tools and a practical framework for analyzing, implementing, and measuring change programs as well as for linking big-picture strategy with the nuts-and-bolts of change management. 0aOrganizational changexManagement. 0aOrganizational learning.