Driving radical change

McKinsey Quarterly

Volumn , Issue 4, 2007, Pages 25-35

  Isern, Josep ^a   Pung, Caroline ^b  

^a McKinsey's Madrid Office   (Spain)

^b London Office   (United Kingdom)

Author keywords

[No Author keywords available]

Indexed keywords

EID: 36749085310     PISSN: 00475394     EISSN: None     Source Type: Journal    
DOI: None     Document Type: Review

References (6)

1. "Organizing for successful change management: A McKinscy Global Survey," mckinseyquarterly.com, Web exclusive, July 1006.
2. The section on energy draws on the concept of organizational energy, developed by Professor Heike Bruch and colleagues of the Institute for Leadership and Human Resource Management at the University of St. Gallen (Switzerland). It also includes further development based on a series of interactions with Professor Bruch; Professor Andrew Pettigrew, of the University of Bath School of Management (the United Kingdom); Professor Michael L. Tushman, of Harvard Business School (Boston, Massachusetts); and Professor Veronica Hopc-Hailey, of the Cass Business School, at the City University (London).
3. By corporate health we mean the qualities, attributes, and actions today that will help sustain performance in the future.
4. Johan Ahlberg and Tomas Nauclér, "Leading change: An interview with Sandvik's Peter Gossas," mckinseyquarterly.com, Web exclusive, January 1007.
5. For the results of quantitative McKinsey research confirming this point, see Josep Isern and Caroline Pung, "Harnessing energy to drive organizational change," available free of charge on mckinsey.com.
6. josep Isern and Caroline Pung, "Harnessing energy to drive organizational, change," available free of charge on mckinsey.com.