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<p>Preface xi</p> <p>1. What Is True Change? 1</p> <p>2. The Process of Pulling Change 27</p> <p>3. Aligning Pulls Across the Organization 51</p> <p>4. Working Within the Existing Culture to Pull Change 67</p> <p>5. Preparing Insiders to Wear Two Hats 95</p> <p>6. Preparing Outsiders to Wear Two Hats 123</p> <p>7. Getting to the Right Place at the Right Time to Pull Change 147</p> <p>8. Maintaining Outsider-Insider Perspectives 171</p> <p>Appendix: Research Methodology 187</p> <p>Notes 197</p> <p>Index 203</p> <p>The Author 207</p>

<b>Janice Klein</b> is a senior lecturer and researcher at MIT's Sloan School of Management. Author of a textbook, numerous book chapters, and academic journal articles, Klein has also written for Harvard Business Review and Sloan Management Review.

<b>How Outsiders on the Inside Make All the Difference</b> <p>Though businesses spend millions of dollars on consultants who identify problems and suggest changes, many of these new ideas are never implemented. According to Klein, true change can only come from within an organization. The keys to successful change are creating a culture in which employees at all levels "pull change" (like "pulling inventory") as opposed to having it pushed on them, and developing the skills and processes to implement the resulting "outside" ideas.</p> <p>Klein shows how to</p> <ul> <li>Turn seemingly random ideas and acts into predictable events with predictable results</li> <li>Learn the mindset of an "outsider on the inside"</li> <li>Be at the right place at the right time to "pull" change</li> </ul> <p><b>Praise for <i>True Change</i></b></p> <p>"As an operations leader, I knew that beneficial change only came when I fixed real business problems. True Change provides an insightful, but simple and practical process that helps operational leaders access and implement those right, ‘new’ ideas that will truly improve their bottom line results."<br /><b>—Bill Hanson</b>, former vice president, Worldwide Manufacturing, Digital Equipment Corporation</p> <p>"The feature of the text that resonated with me (and I am sure will resonate with individuals in positions similar to mine) is the degree to which the generalized strategies developed are in sync with my experiences. The match of the author’s observations and my experience is uncanny."<br />—<b>John M. Grace</b>, vice president, Engineering and Technology, LVS ArvinMeritor, Inc.</p>

“As an operations leader, I knew that beneficial change only came when I fixed real business problems. <i>True Change</i> provides an insightful, but simple and practical process that helps operational leaders access and implement those right, ‘new’ ideas that will truly improve their bottom line results.”<br /> —Bill Hanson, former vice president, Worldwide Manufacturing, Digital Equipment Corporation <p>“The feature of the text that resonated with me (and I am sure will resonate with individuals in positions similar to mine) is the degree to which the generalized strategies developed are in sync with my experiences. The match of the author’s observations and my experience is uncanny.”<br /> —John M. Grace, vice president, Engineering and Technology, LVS ArvinMeritor, Inc.</p>

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